SEE 2150 Johnson Leadership Qualities and Attributes Sport Paper Format: Assignments must include: Cover page with your full name; course name and #; ass

SEE 2150 Johnson Leadership Qualities and Attributes Sport Paper Format:

Assignments must include:

Cover page with your full name; course name and #; assignment; due date.
Text should be12 point type, double-spaced.
Answers must be paragraphs using complete sentences.
Please answer the questions using the number and letter system indicated.
Points may be deducted for format, multiple spelling and grammar errors.
This is an individual assignment. Your integrity is expected and appreciated.

Assignment:

Please select and research a leader in the Sports, Entertainment or Event Management industry. Based on Chapter 2 of the textbook as well as the March 11 lecture, please answer the following questions.

POINTS

Personal History

Please thoroughly explain the professional career details of the person that you selected. 20 / ____

2. Leader and/or Manager

Based on the textbook, list and explain three (3) leadership or management characteristics the person you selected has

demonstrated. 15 / ____

3.Leadership Behaviors

Based on the textbook, list and explain three (3) trust-enhancing behaviors that the individual you selected has displayed. 15 / ____

4. Transformational Leadership

Based on the textbook, list and explain three (3) examples of transformative leadership that this person has exhibited.

a.

b.

c. 15 / _____

5. Attributes of an Effective Decision Maker

Based on the textbook, list and explain three (3) attributes thatyou think make this person an effective decision maker.

a.

b.

c. 15 / _____

6.Summary

Based on this assignment, please list and explain five (5) leadership qualities and attributes that you believe you need to develop to help you achieve success in your career.

a.

b.

c.

d.

e .20/ ____

TOTAL POINTS 100 / ____

Chapter 2 Power point is in the file. JOHNSON & WALES UNIVERSITY
THE COLLEGE OF HOSPITALITY MANAGEMENT
THE DEPARTMENT OF SPORTS,
ENTERTAINMENT AND EVENT ~ MANAGEMENT
SEE 2150
Safety, Security and Risk Management
in Sports, Entertainment and Event
Management
Textbook:
SECURITY MANAGEMENT FOR SPORTS AND
SPECIAL EVENTS
Hall, Cooper, Marciani & McGee
An Interagency Approach to Creating Safe
Facilities
Endorsed by the National Canter for Spectator
Sports Safety and Security – NCS4
THE FOLLOWING POWER POINT
PRESENTATION WAS DEVELOPED USING THE
CHAPTERS FROM THE TEXTBOOK
Created by:
Associate Professor Lee Esckilsen, CVP
4
Security Management for Sports and
Special Events
CHAPTER 2
LEADESHIP AND MULTIAGENCY
COLLABORATION
5
Chapter 2 – Leadership and Multiagency
Collaboration
• Chapter Goals:
• Identify the key stakeholders in the sort or event security command
•
•
•
•
•
•
•
group responsible for the event security planning efforts
Discuss the importance of multiagency collaboration and describe how
a sport or event manager can enhance collaborative efforts.
Discuss teamwork principles and describe characteristics of a mature
team.
Define leadership and compare various leadership styles.
Describe strategies to build high levels of trust among team members.
Define transformation leadership and discuss the characteristics of
dysfunctional leadership.
Discuss the problem-solving process and identify attributes of an
effective decision maker.
Discuss the importance of communication in a crisis and explain
various communication strategies.
6
Chapter 2 – Leadership and Multiagency
Collaboration
Sports and Event Security Command Group
Facility
Management
Emergency
Medical
Services
Law
Enforcement
Command
Group
Fire &
HAZMAT
Emergency
Management
7
Chapter 2 – Leadership and Multiagency
Collaboration
Teamwork Principles
• Mature Teams have several characteristics:
• The team discusses the undiscussable.
• Members give up the need to fix or control.
• Interpersonal differences are appreciated.
• A commitment to coexist is established.
• No sides are taken.
• The group is comfortable with decision making.
• A full range of emotions is acceptable.
• Authority is totally decentralized.
• A win-win climate is established.
• The group acknowledges fear of the unknown.
8
Chapter 2 – Leadership and Multiagency
Collaboration
Teamwork Principles
The ultimate goal is to build mature
command groups characterized by a
sense of community.
9
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
What is the difference between Leaders and Managers?
(Page 27)
• Leadership characteristics?
• Manager characteristics?
• What is readiness and why is it important?
10
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
Three styles of leadership:
1.
Directing or telling behavior
2.
Participating or selling behavior
3.
Delegating behavior
11
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
(Fig. 2.2, page 28)
Participating style
Delegating
style
–
Low direction
Low support
Solution
suggesting
Clarifying
questions
Balance
Support
Telling
Style
–
High direction
Low support
Directions
Moderate
High
Low
Follower readiness
12
Chapter 2 – Leadership and Multiagency
Collaboration
Building Trust
Trust-Enhancing Behaviors
Do What You Say
• Establish boundaries
• Delegate appropriately
• Honor agreements
• Be consistent
• Meet expectations
Respect People’s Knowledge, Skills, and
Abilities
• Acknowledge their abilities
• Allow them to use their talents
Demonstrate Unguarded Interactions
• Share information
• Be truthful
• Admit mistakes
• Give and receive constructive feedback
• Maintain confidentiality
13
Chapter 2 – Leadership and Multiagency
Collaboration
Transformative Leadership
• Vision
• Staff development
• Supportive leadership
• Empowerment
• Innovative thinking
• Lead by Example
• Charisma
14
Chapter 2 – Leadership and Multiagency
Collaboration
Dysfunctional Leadership
• Conflict avoidance
• Micromanagement
• Manic executives
• Inaccessibility of leadership
• Game players
• No 360-degree feedback
• Personal agendas
• Inefficient use of resources
15
Chapter 2 – Leadership and Multiagency
Collaboration
Problem solving and Decision Making
Table 2.1
Attributes of an Effective Decision Makar
Attribute
Description
• Knowledge
???
• Initiative
???
• Advice seeking
???
• Selectivity
???
• Comprehensiveness
???
• Currency
???
• Flexibility
???
• Good Judgement
???
• Calculated risk taking
???
• Self-knowledge
???
16
Chapter 2 – Leadership and Multiagency
Collaboration
Fig. 2.3 Page 33 – A standard problem-solving model.
5. Evaluate
the situation
1. Identify the
problem
Problem-solving
model
2. Explore
alternatives
4. Implement
the decision
3. Select an
alternative
17
Chapter 2 – Leadership and Multiagency
Collaboration
Principle of Consensus decision making (US Dept of Homeland Security)
• Plan the Session
• Inventory Group resources
• Stand up for convictions
• Don’t agree for the sake of agreement
• Don’t argue to win as an individual
• Listen for understanding
• Be willing to change your mind
• Regulate participation
• Explore all alternatives
• Integrate facts, logic and intuition
18
Chapter 2 – Leadership and Multiagency
Collaboration
Communication and Information Sharing
When communicating in a crisis, the speaker
(leader) should:
• Word the message precisely
• Avoid jargon, codes or acronyms (and profanity)
• Use common names for all personnel and facilities
• Omit unnecessary information
• Speak in sync with other agencies and
• Keep messages consistent across all media outlets
19
Chapter 2 – Leadership and Multiagency
Collaboration
Communication and Information Sharing
Table 2.2 (Page 35)
Types of
Communication
Examples
• Emergency Alert System
?
• Oral Communication
?
• Print communication
?
20
Chapter 2 – Leadership and Multiagency
Collaboration
Key Chapter Points
The provision of safety and security requires collaborative efforts …
The organization should identify the Command Group (CG) …
Multiagency collaboration is critical …
Leadership is vital …
Situational Leadership …
The benefits of high-level trust
The event command group must …
Regardless of the type of decision, the five (5) step problem
model should be followed. What are the 5 steps?
• Effective communication requires ACTIVE LISTENING …
• The most effective communication tool is …
•
•
•
•
•
•
•
•
SEE 2150
Safety, Security and Risk Management
in Sports, Entertainment and Event
Management
Textbook:
SECURITY MANAGEMENT FOR SPORTS AND
SPECIAL EVENTS
Hall, Cooper, Marciani & McGee
An Interagency Approach to Creating Safe
Facilities
Endorsed by the National Canter for Spectator
Sports Safety and Security – NCS4
THE FOLLOWING POWER POINT
PRESENTATION WAS DEVELOPED USING THE
CHAPTERS FROM THE TEXTBOOK
Created by:
Associate Professor Lee Esckilsen, CVP
4
Security Management for Sports and
Special Events
CHAPTER 2
LEADESHIP AND MULTIAGENCY
COLLABORATION
5
Chapter 2 – Leadership and Multiagency
Collaboration
• Chapter Goals:
• Identify the key stakeholders in the sort or event security command
•
•
•
•
•
•
•
group responsible for the event security planning efforts
Discuss the importance of multiagency collaboration and describe how
a sport or event manager can enhance collaborative efforts.
Discuss teamwork principles and describe characteristics of a mature
team.
Define leadership and compare various leadership styles.
Describe strategies to build high levels of trust among team members.
Define transformation leadership and discuss the characteristics of
dysfunctional leadership.
Discuss the problem-solving process and identify attributes of an
effective decision maker.
Discuss the importance of communication in a crisis and explain
various communication strategies.
6
Chapter 2 – Leadership and Multiagency
Collaboration
Sports and Event Security Command Group
Facility
Management
Emergency
Medical
Services
Law
Enforcement
Command
Group
Fire &
HAZMAT
Emergency
Management
7
Chapter 2 – Leadership and Multiagency
Collaboration
Teamwork Principles
• Mature Teams have several characteristics:
• The team discusses the undiscussable.
• Members give up the need to fix or control.
• Interpersonal differences are appreciated.
• A commitment to coexist is established.
• No sides are taken.
• The group is comfortable with decision making.
• A full range of emotions is acceptable.
• Authority is totally decentralized.
• A win-win climate is established.
• The group acknowledges fear of the unknown.
8
Chapter 2 – Leadership and Multiagency
Collaboration
Teamwork Principles
The ultimate goal is to build mature
command groups characterized by a
sense of community.
9
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
What is the difference between Leaders and Managers?
(Page 27)
• Leadership characteristics?
• Manager characteristics?
• What is readiness and why is it important?
10
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
Three styles of leadership:
1.
Directing or telling behavior
2.
Participating or selling behavior
3.
Delegating behavior
11
Chapter 2 – Leadership and Multiagency
Collaboration
Leadership
(Fig. 2.2, page 28)
Participating style
Delegating
style
–
Low direction
Low support
Solution
suggesting
Clarifying
questions
Balance
Support
Telling
Style
–
High direction
Low support
Directions
Moderate
High
Low
Follower readiness
12
Chapter 2 – Leadership and Multiagency
Collaboration
Building Trust
Trust-Enhancing Behaviors
Do What You Say
• Establish boundaries
• Delegate appropriately
• Honor agreements
• Be consistent
• Meet expectations
Respect People’s Knowledge, Skills, and
Abilities
• Acknowledge their abilities
• Allow them to use their talents
Demonstrate Unguarded Interactions
• Share information
• Be truthful
• Admit mistakes
• Give and receive constructive feedback
• Maintain confidentiality
13
Chapter 2 – Leadership and Multiagency
Collaboration
Transformative Leadership
• Vision
• Staff development
• Supportive leadership
• Empowerment
• Innovative thinking
• Lead by Example
• Charisma
14
Chapter 2 – Leadership and Multiagency
Collaboration
Dysfunctional Leadership
• Conflict avoidance
• Micromanagement
• Manic executives
• Inaccessibility of leadership
• Game players
• No 360-degree feedback
• Personal agendas
• Inefficient use of resources
15
Chapter 2 – Leadership and Multiagency
Collaboration
Problem solving and Decision Making
Table 2.1
Attributes of an Effective Decision Makar
Attribute
Description
• Knowledge
???
• Initiative
???
• Advice seeking
???
• Selectivity
???
• Comprehensiveness
???
• Currency
???
• Flexibility
???
• Good Judgement
???
• Calculated risk taking
???
• Self-knowledge
???
16
Chapter 2 – Leadership and Multiagency
Collaboration
Fig. 2.3 Page 33 – A standard problem-solving model.
5. Evaluate
the situation
1. Identify the
problem
Problem-solving
model
2. Explore
alternatives
4. Implement
the decision
3. Select an
alternative
17
Chapter 2 – Leadership and Multiagency
Collaboration
Principle of Consensus decision making (US Dept of Homeland Security)
• Plan the Session
• Inventory Group resources
• Stand up for convictions
• Don’t agree for the sake of agreement
• Don’t argue to win as an individual
• Listen for understanding
• Be willing to change your mind
• Regulate participation
• Explore all alternatives
• Integrate facts, logic and intuition
18
Chapter 2 – Leadership and Multiagency
Collaboration
Communication and Information Sharing
When communicating in a crisis, the speaker
(leader) should:
• Word the message precisely
• Avoid jargon, codes or acronyms (and profanity)
• Use common names for all personnel and facilities
• Omit unnecessary information
• Speak in sync with other agencies and
• Keep messages consistent across all media outlets
19
Chapter 2 – Leadership and Multiagency
Collaboration
Communication and Information Sharing
Table 2.2 (Page 35)
Types of
Communication
Examples
• Emergency Alert System
?
• Oral Communication
?
• Print communication
?
20
Chapter 2 – Leadership and Multiagency
Collaboration
Key Chapter Points
The provision of safety and security requires collaborative efforts …
The organization should identify the Command Group (CG) …
Multiagency collaboration is critical …
Leadership is vital …
Situational Leadership …
The benefits of high-level trust
The event command group must …
Regardless of the type of decision, the five (5) step problem
model should be followed. What are the 5 steps?
• Effective communication requires ACTIVE LISTENING …
• The most effective communication tool is …
•
•
•
•
•
•
•
•

Purchase answer to see full
attachment