Chapter 1: The Role of a Physical Education Administrator as a Leader

Vocabulary flashcards covering key leadership concepts from Chapter 1 notes.

Leadership

The capacity to create a compelling vision, translate it into action, and sustain it; the process of influencing others to achieve shared objectives.

Model the Way

Set an example by aligning actions with values and demonstrating the behaviors you expect from others.

Inspire a Shared Vision

Envision a future that others will want to join and buy into.

Challenge the Process

Seek opportunities for change, experiment, and innovate by questioning the status quo.

Enable Others to Act

Foster collaboration and empower subordinates to act with decision-making authority.

Encourage the Heart

Recognize contributions and celebrate progress to sustain motivation.

Integrity

Adherence to moral and ethical principles in practice and conduct.

Dedication

Deep commitment and perseverance toward goals.

Magnanimity

Generosity and willingness to give credit and forgiveness; a gracious spirit.

Humility

Modesty, openness to feedback, and acknowledgment of limits.

Openness

Willingness to consider new ideas and communicate transparently.

Creativity

Ability to generate novel and useful ideas and solutions.

Leadership vs Management

Leaders provide vision and direction; managers plan, organize, budget, and control to maintain order and efficiency.

Management produces order and consistency

Planning and budgeting; organizing; staffing; establishing rules and procedures; controlling and problem solving to maintain stability.

Leadership produces change and movement

Establishing direction, aligning people, and motivating toward change and growth.

Idealism

Reality is fundamentally mental; focus on mind, spirit, and the self.

Realism

The world exists in terms of matter, separate from ideas.

Pragmatism

Truth or meaning lies in observable, practical results.

Existentialism

A subjective philosophy stressing individual meaning; the world has no inherent meaning outside human existence.

Eclecticism

A blend of diverse philosophies drawing on multiple theories.

Authoritarian/Autocratic

Leader maintains individual control with little input from others.

Democratic/Participative

Leader seeks input from others but retains final decision.

Laissez-faire/Delegative

Leader offers high autonomy and minimal direction for subordinates.

Servant Leadership

Leader focuses on the needs of followers and serves them.

Eclectic Leadership

Leader borrows from multiple styles and adapts to the situation.

Trait Theory

Leadership is rooted in inherent traits believed to predispose individuals to lead.

Behavioral Theory

Leadership is based on observable behaviors and actions.

Contingency or Situational Theory

Effectiveness depends on situational factors and context.

Fiedler’s Contingency Theory

Leader effectiveness depends on the match between leadership style and situation.

Evans & House Path–Goal Theory

Leaders define goals, clarify paths, remove obstacles, and provide support to followers.

Hersey & Blanchard’s Situational Theory

Leadership style should match follower readiness level.

Vroom-Yetton Contingency Model

A framework for deciding how much subordinates should participate in decision-making.

Power

The capacity to influence others to achieve organizational goals.

Authority

Formal power granted by one's position in the organization.

Legitimate Power

Power derived from the formal right to command.

Reward Power

Power based on the ability to provide rewards or incentives.

Expert Power

Power based on specialized knowledge or expertise.

Referent Power

Power derived from being liked, respected, or admired.

Coercive Power

Power based on the ability to punish noncompliance.

Maslow’s Hierarchy of Needs

A five-level model of human needs: physiological, safety, belongingness, esteem, and self-actualization.

Motivators (Herzberg)

Factors that lead to satisfaction and motivate performance (e.g., achievement, recognition, work itself, responsibility, growth, advancement).

Hygiene Factors (Herzberg)

Factors that prevent dissatisfaction (e.g., company policy, supervision, work conditions, salary, relations, job security).

Alderfer’s ERG Theory

Existence, Relatedness, and Growth needs; can be pursued simultaneously.

McGregor’s Theory X and Theory Y

Theory X assumes people dislike work and must be controlled; Theory Y assumes people are self-motivated and seek responsibility.

Hawthorne Effect

Productivity improvements arising from attention and observation rather than changes in work conditions.

Strategic Planning

Process to set goals, objectives, mission, and allocate resources to achieve them.

Strategic Planning Process Steps

Identify goals/mission, prioritize objectives, develop strategies, assess progress with data, and revise strategies if KPIs aren’t met.

Ethical Leadership

Leading by developing a culture of ethics; embedding values, trust, and respect; prioritizing followers’ interests.

Conflict Resolution

Managing conflicts to minimize disruption; recognizing conflicts early and addressing them constructively.

Diversity in Leadership

Developing a culture of diversity and inclusion, respecting differences across ethnicity, gender, age, origin, disability, orientation, religion.

Diversity

Appreciation and respect for differences; promoting inclusive leadership.

Inclusion

Creating an environment where diverse individuals feel valued and included.

Glass Ceiling

Invisible barrier that limits advancement of certain groups, particularly women.

Managing Diversity

Developing a workforce that tolerates and values diversity and ensures equal opportunity in selection and promotion.