Advancing Leadership in Sport: Time to ‘Actually’ Take the Blinkers Off?

Mills, John P.; Boardley, Ian D.

doi:10.1007/s40279-016-0661-3

Cited by 10 publications

(19 citation statements)

References 33 publications

(74 reference statements)

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“…Dark side behaviors, on the other hand, only may be the live enactment of dark side traits (which may or may not be of high levels) but can also be selectively developed and deployed." [3] On this basis, we therefore agree with many points in the second part of Mills and Boardley's letter [1]: those who lead in a consistently dark way are likely to deliver more, and more notable, negative outcomes. However, what we have also statedbased on evidenceis that socially undesirable behaviours that are used in an intentional, intermittent, and appropriate fashion could help to foster optimal outcomes [2,3].…”

Section: The Dark Side Of Leadership: What We Actually Said and Furthsupporting

confidence: 72%

“…Beyond clarifying our focus on behaviours, we also never advised that leaders should act in an inauthentic way or use a "toolbox of disingenuous behaviours". Indeed, in contrast to the suggestions of Mills and Boardley [1], our view is not that leaders should "present the impression of multiple competencies" and apply "scripted behaviours". Rather, authentic leadership is guided (in part) by the possession of interlinked short, medium and long-term goals that the leader believes will deliver positive outcomes for the team (and of course the leader as well).…”

Section: The Dark Side Of Leadership: What We Actually Said and Furthcontrasting

confidence: 61%

“…In short, using the dark side is not automatically appropriate but neither automatically an action of inauthentic leadership: it depends! Somewhat confusingly given the early points in their letter, Mills and Boardley [1] do then later state that:…”

Section: The Dark Side Of Leadership: What We Actually Said and Furthmentioning

confidence: 99%

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Authors’ Reply to Mills and Boardley: “Advancing Leadership in Sport: Time To Take Off the Blinkers?”

Cruickshank

Collins

2016

Sports Med

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Reflecting the necessity of critical debate for advancing thought, we welcomed Mills and Boardley's letter [1] on our recent opinion article in Sports Medicine [2]. As expected from such contributions, the authors present a strong perspective; focused upon our "theoretical misconceptions of both dark and transformational leadership". Unfortunately, however, most of their comments are based on things that we have neither said nor intended to imply; in some cases, we have actually said or implied the opposite! On this basis, it appears that we might be agreeing on far more than Mills and Boardley have suggested; albeit some critical differences remain. Therefore, to further rationalise the advance that we called for in our original paper, our aim here is to: (a) clarify our perspective on the dark side of leadership and transformational leadership; (b) highlight areas of apparent accord with Mills and Boardley; and (c) delineate our apparent paths moving forward.

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Section: The Dark Side Of Leadership: What We Actually Said and Furthsupporting

confidence: 72%

Section: The Dark Side Of Leadership: What We Actually Said and Furthcontrasting

confidence: 61%

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Authors’ Reply to Mills and Boardley: “Advancing Leadership in Sport: Time To Take Off the Blinkers?”

Cruickshank

Collins

2016

Sports Med

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“…Coaches who place 'me' above 'we' are likely to be viewed skeptically by their participants, who may assign negative attributions based on the social information self-aggrandizing conveys (Mills & Boardley, 2019). Ultimately, participants will use this social information to make inferences around the coach's motive and character (Mills & Boardley, 2017b). A lack of willpower, particularly around the temptation to win by any means, may also influence such perceptions.…”

Section: Excellence Of Charactermentioning

confidence: 99%

Values Based Coaching and the Coaches Role in Moral Development

Mills¹

2019

Preprint

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The purpose of this manuscript is to highlight ways in which coaches can support moral development in their athletes through Values-Based Coaching (VBC). That is, by placing ethicality, excellence (i.e., of character and thought), and empowerment (i.e., the Three E’s) at the forefront of their practice. In providing a theoretical framework that explains the interactive processes that influences coach-athlete moral development and how the moral atmosphere may be [co-]constructed, the present manuscript provides a foundation from which researchers can understand and explain the creation of normatively appropriate, morally enhancing, and empowering coaching environments. Our attention then focuses on the tangible processes that may be used to aid the development of the Three Es within both individuals and groups. It is hoped that by enhancing our understanding of the Three Es, coaches may be better supported in their endeavours to promote moral development and empower athletes to stay engaged in sport. Furthermore, in presenting a theoretical framework, it is expected that the present manuscript will initiate discussion around normative standards.

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“…Galton, 1869). All this interest and the abundance of approaches give rise to the consideration of leadership in a vast variety of fields ranging from religion (Worthington, 2016), politics (Ferreira & Gyourko, 2014), and military (Masland & Lyons, 2015) to sports (Mills & Boardley, 2017) and business (Watson & Reissner, 2014).…”

Section: Transformational Leadership's Significance In Business Contextmentioning

confidence: 99%

Dual Relationships Between Transformational Leadership Perceptions and Organizational Commitment: A Preliminary Research

Ayranci

2017

ESJ

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Business environment has always been addressed by various scientific studies via many subjects, theories, and paradigms. While some of these have been very popular in the literature, some have not attained much concern. This study emphasizes two of the very prominent subjects, namely transformational leadership and organizational commitment. What are characteristic to this study are that the existence of top managers’ leadership feature (if any) are interpreted by the workers; workers express the extent to which they perceive their top managers as transformational leaders; and workers’ organizational commitment is investigated to unearth any potential relationships with this transformational leadership perception. These relationships are expected to be reciprocal. In other words, it is expected that workers’ organizational commitment affects and is affected by how much they perceive their top managers as transformational leaders. This expectation is tested in İstanbul Tuzla Organized Industrial Zone by a model proposed with the intentions of finding related facts about Turkish businesses, and reaching some implications about connections between transformational leadership’s nature and organizational commitment. The main result acknowledges this expectation: there is a positive and moderate reciprocal connection.

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Advancing Leadership in Sport: Time to ‘Actually’ Take the Blinkers Off?

Cited by 10 publications

References 33 publications

Authors’ Reply to Mills and Boardley: “Advancing Leadership in Sport: Time To Take Off the Blinkers?”

Authors’ Reply to Mills and Boardley: “Advancing Leadership in Sport: Time To Take Off the Blinkers?”

Values Based Coaching and the Coaches Role in Moral Development

Dual Relationships Between Transformational Leadership Perceptions and Organizational Commitment: A Preliminary Research

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