Mentor Leadership
Dungy defines his personal leadership style as “Mentor Leadership.” Dungy describes mentor leaders has having a “direct, intentional, and positive impact on those they lead (Dungy, 2010).” This leadership style has mentoring at its core. It emphasizes character building, modeling and teaching positive attitudes and positive behaviors that others would be wise to emulate. This positive model then can be passed on to future generations. The primary focus on mentor leadership is “to shape the lives of others, modeling and teaching attitudes and behaviors (Dungy, 2010).”
Dungy offers up seven principles for the success of a mentor leader. These seven principles are really the practical application steps to Dungy’s leadership
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One area of leadership where he may exhibit the most weakness is in the area of challenging the process. As a head coach, Dungy was never one for innovative new plays or taking big risks. Dungy is remembered in Tampa for his conservative play calling and winning games through the execution of fundamental football. Dungy readily admits to one low point in his coaching career where he wishes he would have challenged the normal coach replacement process. In 1996, after failing to make it to the Super Bowl, the owners of the Tampa Bay Buccaneers came to Dungy and expressed their desire to change the offense, starting first with offensive coordinator, Mike Shula. They wanted him fired, but Dungy did not agree. However, Dungy realized that if he failed to do the will of the owners, he may likely be out of a job and more importantly, the rest of the coaching staff would be without work. Dungy, in a bad situation, agreed and fired Shula, despite his own internal convictions that this was the wrong move. Dungy believes that this move ultimately caused disharmony among the coaching staff and began the demise of his tenure as the Buccaneers head coach. If he had to do it over again, Dungy would have tried harder to save Shula’s job, even if it risked his own. While the whole situation was a learning experience for Dungy, it is an example of his hesitation at the time to be bold and challenge the
leadership style. When Boone first meets the Titan coaching staff, he knows that he is not
From September 11, 1924 (Moritz 270), through the late 1960’s, Tom Landry accomplished a lot of things in his life, and set new trends for many years to come. Whether it be high school football star, or flying combat missions with the United States Air Force. Whether it be playing collegiate football, and really excelling, or actually moving on to a professional football career. Whether it be transforming from player to coach, and leading way for years to come and different programs; Tom Landry had experienced it all. Tom Landry was a great coach and player, whose leadership made him a hero, and a prestigious name in the football world.
Mentor orientation can be described as “Employees who have seniority… to oversee new hires for a certain time-period and are ultimately responsible for providing much of the training that will take place at work.” (Taylor, 2011) This enables newly hired employees to receive consistent support after the formal orientation and 3 days on the job training. The mentoring support should be planned based on the lessons in the formal orientation program identified above. Since supervisors must continue to do work-related tasks association with leadership at the job-site, mentors can direct, supervise and help new employees refine skills needed to become successful and productive.
Boone exhibited an autocratic, transactional leadership style, ruling by fear and consequences with the players and coach
... skills set the type of aggressiveness that Coach Eddie Rake used in training his players, disciplining them, and managing the team overall; the democratic spirit that Neely Crenshaw unconsciously instills in his leadership style and the way how he raises his colleagues’ morale especially in the toughest situations. As a said earlier, their leadership styles and qualities lie on both ends of the leadership spectrum—they are polar, which means that if I use the strength of one to cover for the weakness of the other, an ideal leader could emerge. In reality, I do not expect myself to be this kind of leader in the future because it is too perfect: a democratic leader who could get the job done just like how an authoritarian leader could. However, if I could at least get somewhere near that level of leadership that would have been a great achievement already in itself.
Even though the coaches had their differences at first, due to Boone replacing Yoast in being the head coach of the Titans, they came together to form the team that nobody could possibly forget. As for the coaches for the other teams they weren’t as understanding as Yoast, they acted as Boone was just a joke and that he wouldn’t last. One of the coaches that acted like this was Coach Taber, that was going up against Coach Boone’s team in the championship. Coach Taber called Coach Boone a monkey during an interview and not to the coach's face. After the Titans beat Coach Taber’s team Coach Boone went to go shake Coach Taber’s hand and he just ignored Boone and then walked away then Boone called his name and Taber turned around and Boone through a banana at him, and Taber just walked
Let it be clear that no book will tell us the optimal way of leading, the best way of organizing subordinates, however, we need to realize that successful leaders have all something in common, their actions speak louder than their words, and that these actions are all guided by integrity. The emerging leader should in the end be able to build a character dependent on integrity. The character should be built by the core values we stand for, by our vision’s context, and what’s most important, we should always keep in mind, that “nothing is worse than losing trust, as it will mark our reputation”.
"He had to learn a new offense, and the offense takes a while to learn," admitted Coach Ware. "Early in the season he struggled some with the offense, but I could see his potential as a quarterback."
Mike Tomlin is very positive and is always upbeat about his team. Tomlin is currently the
“Leaders instill respect for authority by having a caring attitude, by being direct, by communicating regularly and by being honest!” (Mike Krzyzewski). The book “Leading with the Heart,” is one about leadership, how you earn it, how you practice it, and how you are to use it to make your organization a successful one. Coach K talks about the importance of trust, communication, pride, and the commitment the leader of an organization must have to make his team. He goes on to state that “leadership is ongoing, adjustable, flexible and dynamic. Leaders must stay on their toes, being that anything can occur during the year. Krzyzewski also mentions the competitive fire the leader must bring day in and day out to keep his players, and or staff in
The purpose of Learning Leadership book is to answer a fundamental question: How do people learn leadership and how they can learn to become leaders? James M. Kouzes and Barry Z. Posner have written this book as an exclusive guide for leaders to become the best leader by practicing the five fundamentals of becoming an exemplary leader. The book provides a framework to help people of all levels and backgrounds to develop their leadership style and become the best leaders they can be. Kouzes and Posner provide leaders a practical series of actions and some coaching tips for developing their leadership process and helping them to create a context to grow. The larger purpose of this book is to help leaders
"Developing a Philosophy of Leadership." . Leadership Paradigms Inc., n.d. Web. 12 Nov 2013. .
Leadership is necessary for a group to accomplish goals. Leadership according to Lamberton and Minor (2014), is the ability to impact people to attain a goal. A leader according to Gaiter (2013), sets direction and influences others to accomplish goals and directs cohesiveness. A leaders’ goal is not just the success of the team but, also the success of individuals on the team, a leader must motivate, inspire and empower others for success (Gaiter, 2013). To accomplish these goals a leader will utilize a leadership style.
Pegg, M. (1999) The Art of Mentoring: How You Can Be a Superb Mentor. Chalford: Management Books.
Leadership has been described as a “complex process having multiple dimensions” (Northouse, 2013). Over the past 60 years, scholars and practitioners have introduced a vast amount of leadership models and theories to explain this complex field and examine its many perspectives. Numerous leadership theories and models have attempted to define what makes a leader effective. From the early 1900s, the trait paradigm dominated leadership literature, focusing on inherited traits of leaders and suggesting that “leaders are born, not made”. However, during the 1950s, the trait approach lost enthusiasm as focus shifted to the behavior of leaders. Similar to the trait theory, the behavioral paradigm was based on general effective leadership behaviors