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

Key terms and definitions from Chapter 1 notes on leadership in physical education administration.

Leadership

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

Management

The process of planning, budgeting, organizing, and controlling to produce order and stability.

Model the Way

Demonstrate the behaviors and values you expect from others through personal example.

Inspire a Shared Vision

Articulate a compelling future and enlist others in pursuing it.

Challenge the Process

Encourage innovation and change; seek improvements and take calculated risks.

Enable Others to Act

Empower people by providing authority, resources, and collaboration opportunities.

Encourage the Heart

Recognize contributions and celebrate progress to sustain motivation.

Integrity

Adherence to moral and ethical principles; honesty and consistency in actions.

Dedication

Commitment and devotion to the role, goals, and people served.

Magnanimity

Generosity of spirit; willingness to forgive and act nobly toward others.

Humility

Willingness to learn, acknowledge limits, and value others’ contributions.

Openness

Receptiveness to new ideas, feedback, and diverse perspectives.

Creativity

Ability to generate novel and effective solutions to problems.

Idealism

Belief that reality is fundamentally mental or spiritual, prioritizing mind/spirit.

Realism

View that the world exists independently of ideas and is knowable through matter and experience.

Pragmatism

Truth or meaning judged by observable, practical results and usefulness.

Existentialism

Philosophy emphasizing subjective meaning created by individuals through existence.

Eclecticism

Blending multiple theories or approaches rather than adhering to one.

Authoritarian/Autocratic Leadership

Leader maintains centralized control with limited input from subordinates.

Democratic/Participative Leadership

Leader seeks input from others; final decisions may rest with the leader after consultation.

Laisses-faire/Delegative Leadership

Leaders provide high autonomy, minimal direction, and rely on subordinates’ competence.

Servant Leadership

Leader emphasizes serving the needs of people and prioritizing others’ well-being.

Eclectic Leadership

Leadership that borrows elements from multiple styles as situations demand.

Trait Theory

Leadership is grounded in stable, inheritable personality traits and characteristics.

Behavioral Theory

Leadership focuses on observable actions and behaviors rather than innate traits.

Contingency/Situational Theory

Effectiveness depends on matching leadership style to the situational context.

Fiedler’s Contingency Theory

Leaders’ effectiveness depends on the fit between their style and situational factors.

Evans and House Path-Goal Theory

Leaders clarify goals, remove obstacles, and provide support; adapt behavior to guide subordinates.

Hersey and Blanchard’s Situational Theory

Leader styles should adapt to followers’ readiness and ability.

Vroom-Yetton Contingency Model

Decision-making style should be chosen based on the situation and group dynamics.

Power

The ability to influence others to achieve organizational goals.

Authority

Formal right to command and make decisions due to one's position.

Legitimate Power

Power derived from the formal role or position a person holds.

Reward Power

Power stemming from the ability to provide rewards or incentives.

Expert Power

Power based on a person’s knowledge or skills.

Referent Power

Power arising from attractiveness, credibility, or respect that others have for someone.

Coercive Power

Power derived from the ability to punish or threaten punishment.

Maslow’s Hierarchy of Needs

Motivation theory arranging needs from basic (physiological) to growth (self-actualization).

Herzberg’s Motivation–Hygiene Theory

Motivators lead to satisfaction, while hygiene factors prevent dissatisfaction.

Alderfer’s ERG Theory

Existence, Relatedness, Growth needs; explains overlapping motivational needs.

McGregor’s Theory X and Theory Y

Theory X views people as unmotivated; Theory Y views people as motivated and capable.

Hawthorne Effect

Productivity improves when people know they are being observed.

Strategic Planning

Process to identify goals, allocate resources, develop strategies, and evaluate progress.

Ethical Leadership

Leading by developing an ethical culture, prioritizing followers’ interests, trust, and respect.

Conflict Resolution

Managing disagreements to minimize disruption and maintain productive work.

Diversity in Leadership

Developing an inclusive leadership culture that respects differences; addressing glass ceiling barriers and promoting equal opportunity.

Glass Ceiling

Invisible barrier that prevents certain groups from advancing to higher leadership roles.

Managing Diversity

Creating workforce practices that value diversity and ensure fair promotion and inclusion.

Stogdill’s Traits

A set of personal characteristics (e.g., adaptable, alert, ambitious, decisive) associated with effective leadership.

Stogdill’s Skills

Abilities (e.g., conceptual, organizational, social) that enable leaders to perform well.

Path-Goal Leadership

Leader behavior that defines goals, clarifies the path, removes obstacles, and provides support to improve productivity.

Strategic Planning Process Steps

Identify goals/objectives/mission; develop strategies; assess progress; revise if key indicators aren’t met.