Although coxswains follow the guidance of the coaches‚ their role is one in which they are asked to motivate and inspire confidence within their rowers‚ whether it’s their own crew or any other that is a part of the rowing team; their focus is purely on the people – as a coxswain your purpose is ultimately to keep the end goal in their rower’s mind‚ but you are also expected to look after your rowers. This ranges from ensuring they get to their races on time and they are resting‚ eating and drinking
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coach has to be prepared to work in bad weather and be willing to travel with the team to different locations for games. They also run the risk of injury due to being on the sidelines during sports games. Although Coach Cox’s accomplishments for coaching are impressive‚ his accomplishments off the field are impressive as well. A football coach’s job is to not only improve his player athletically‚ but as a person as
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DEVELOPING AUTHENTIC LEADERSHIP BY MARGOT ZIELINSKA‚ CONSULTANT‚ KENEXA® ARTICLE ORIGINALLY FEATURED IN TRAININGZONE I n today’s turbulent economic and political climate‚ it seems that we are becoming dissatisfied and disillusioned with corporate leaders. A recent global survey by Kenexa® reports that only 38 percent of employees rate their leaders as effective. This is a shocking statistic that paints a bleak picture of leaders. However‚ it is even more worrying when our research also
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shaped me to become who I am today. Although most of my coaches didn’t realize it‚ I looked up to them more than my teachers‚ parents and peers. They have become apart of an influential seasonal family‚ instilling their beliefs upon me through their coaching. I will never forget my first year I joined the swim team. It was the middle of the season and my coach was fed up with the amount of girls who were missing swimming because they were falling behind in school. Just like we did everyday‚ we changed
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Maryam Alzain ORSC 2143 Dr. Theodore H. Andrews January 26‚ 2015 Throughout my life I thought that there were only two types of followers‚ those who obeyed their leaders and those who did not. However‚ the truth is that the study of leadership and followership is much more complicated than that. In order for both leaders and followers to progress they need to maintain a relationship based on trust. It will be difficult for a leader to trust a passive follower who does not take initiative or hold
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Presentation # 5 GOLEMAN’S 6 LEADERSHIP STYLES FOR ‘EFFECTIVE TEAM PERFORMANCE’ GOLEMAN’s RESEARCH Goleman found in his research that Leaders used one of these styles at any one time Each of the Six Leadership styles comes from the use of Emotional Intelligence COMMANDING OR COERCIVE LEADER Is one of the most aggressive of the six Leadership Styles‚ expects and demands immediate compliance to his/her orders He/ She accomplishes tasks by ordering and dictating‚ even demeaning his/her followers
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responsibilities consisted of creating and supervising practice sessions. This involved creating drills which focused on the team’s weaknesses. I also coached the team in a number of competitive games against other local middle schools. As well as coaching‚ I assisted in number of classes. Within this role I ensured students stayed on task and completed the required work. During my field training experience‚ I set three SMART objectives. My first objective was to create and instruct five different
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America: a “Two-Way” Road The American One Way influenced sport greatly in the decades leading up to the 1960’s. The ideals of strength‚ teamwork‚ masculinity‚ and honor were hallmarks of those eras. Athletes were almost always strong‚ masculine men‚ and the sports they played emphasized strength and sometimes teamwork. Sports such as football‚ wrestling‚ and boxing were the main sports of the World War II era V-5 Program‚ whose primary focus was developing strong young men that could fight for
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argued that mentoring needs to be reconceptualized (Higgins and Kram‚ 2001) Whitely et al. (1991) Whitely et al Chao et al. (1992) Ragins and Scandura (1994) Scandura and Schriesheim (1994) Turban and Dougherty 1) A set of role activities‚ including coaching‚ (1994) support‚ and sponsorship‚ that upper-level ´ ´ managers provide to proteges Tepper (1995)
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interested in it. The coach needs to provide encouragement and hope for the client and the client needs to have a support system of other visionary people outside of the coach-client relationship. Reference Collins‚ G. R.‚ (2009). The Coaching Relationship. Christian coaching: Helping others turn potential into reality. (2nd ed.) (pp 173). Colorado Springs‚
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