Fascinating Leadership Styles From Cricket
A comprehensive and thorough analysis regarding the subject of Cricket provides a range of styles of leadership that can be adopted by leaders and organisations. Adaptation of suitable leadership style is to be based on the organisation/team composition, strength and weakness of members, organization and individual goals, nature of assignments to be handled-as to long/medium/short-term, commercial or social, new assignments or repeat/ standard ones and so on. By identifying multiple scenarios that leaders face on their journey to professional success This article puts into focus forcefully that leadership style is not static for a leader . It will require them wearing different types of leadership roles, which can be suited to a variety of situations We have selected the intriguing game of Cricket to find leadership styles for leadership and teams, and it is defined by the following features: 1.)It offers a variety of formats like Test Matches, One-day, 20-20, knock-out League format, and more that require different skills from players and various style of leadership. 2.)The long- history of cricket has seen many different leaders (Captains) , some who are legends some outstanding, others passable or average, certain downright failures, and so on 3)On the personal side Cricket is a team conveyancers game and has always consisted of a great variety with respect to team composition and place of origin the player's culture, his language or dialect or way of speaking social strata, economic class and experience physical appearance, and so on 4)On the technical side the variety of skill sets comprised of match winners batsmen, All-rounders (Aggressive hitters, balanced ones who are able to play long distances, slow-pick-up) Bowlers (Fast, Medium, Off-Spinners, Legspinners) Fielders (Close in, out-field standing out, good, bad and to be secured, etc.) Wicket-keeper, and so on. 5)Also leadership styles to fit the stature, style and power of the opponent, types of pitches, situations in a series, qualifying criteria, the availability of injuries to players , etc. 6)A great entertainer (on its day) as well as a cash-making spectator sport. 7)However great you are (like the top performers of an organisation) however, you must abide by the authority of the umpires and captains on the field. You will have limited options to appeal, and call to make the most of such opportunities. 8)Need for all boiler service near me team players to adapt their approach according to the style of the game or to meet any specific requirements and hence the expectation of captains to plan and mould them accordingly. The intriguing range of Leadership styles that were discovered in the in-depth analysis of game of Cricket is as follows: The Leadership styles are listed in the alphabetical order to facilitate recall. They do not represent any particular order of importance, etc. 1) ACTIVE (OMNIPRESENT) LEADERSHIP 2) AGGRESSIVE (TIGER ON THE PROWL!) LEADERSHIP 3) CHARISMATIC (ROYAL!) LEADERSHIP 4) CONFIDENCE-BUILDING (IDENTIFYING GEMS!) LEADERSHIP 5) COOL (ICEBERG) /PASSIVE LEADERSHIP 6) ENDURING (STABILITY/COMMANDING RESPECT) LEADERSHIP 7) INSPIRATIONAL (TRANSFORMATIONAL) LEADERSHIP 8) PARTICIPATIVE (OUTSTANDING OR STAND-OUT? !) LEADERSHIP 9) PROJECT STYLE (SLAM-BANG!) LEADERSHIP 10) TASK-MASTER (MILITARY) LEADERSHIP 11) UNOBTRUSIVE (CARROT& STICK) LEADERSHIP Here we analyze the 11 styles of leadership: 1.) ACTIVE (OMNIPRESENT) LEADERSHIP - Here the captain/the leader adopts the style of being in constant contact with the world in order to be informed about all the latest happenings. Team members could sense the leader's breathing under their shoulders. Hence to avoid being over-active, as that may communicate a lack of confidence with the team members This"OMNIPRESENT"style of leadership (somewhat duly modified) , may be relevant in organizations/teams consisting of predominantly freshers, less skilled etc requiring and looking for constant guidance. The team members who are not in the group must be dealt with differently and hence the modification indicated. 2) aggressive (TIGER in the game!) Leadership - This is the kind of leadership practiced by Australian Captains who, with an aggressive and powerful team in their back, have usually played a mental game (almost like mini-warfare) of conveying to the adversaries that Australians are absolutely confident of winning, and are eager to snuff out inexperienced opponents. While mostly it has worked for teams that are powerful, if this is in the realm of overconfidence or an over-estimation of the opponents, it can backfire severely. In an environment of teamwork or in an organization, a style can succeed when the team members are aware that they are in line with this style of their leader. In the case of a mixed team with both new and old members, the new ones have to be put the same manner as they are accustomed to these "TIGER ON THE PROWL" style of leadership and the old team members ' style of working in order to be successful. Otherwise , it could go south very severely, since new members could be disengaged. Also this may work well even for newcomers, such as ambitious management graduates, who believe in aggressive leadership for fast-track growth 3.) CHARISMATIC (ROYAL!) leadership - This kind of leadership has taken place when captains were towering figures of the game or with royal lineage , etc. We have instances of both famous and successful captains and terrible failures in this area. In a team or organization set-up this can be a viable option (without significant changes) when the group members feel it's an honor to work under an established personality. Otherwise there is a definite requirement for the leader to communicate in no unclear terms. He is very much approachable and his stature need not be a hindrance for team members. 4.) Confidence-building (IDENTIFYING gems!) Leadership One of the most famous examples often cited in cricket for this type in leadership would be Imran Khan from Pakistan who is believed to be the one with unearthing gems like Wasim Akram, Abdel Quadir and many others. Recognizing their potential, he's believed to have always been at their side when they were struggling and out, in order to create confidence in them. Together they played a key part in helping to take Pakistan to their pinnacle of glory, winning the world championship. In the context of a team/organization, these individuals can be beneficial in identifying and shaping gems. However they will be disasters when they are perceived to be playing the game of favoritism and misusing their position. 5) COOL (ICE-BERG) /PASSIVE LEADERSHIP: A classic instance that shows Cool leadership (as coined by commentators, Media& other people) is Mahendra Singh Dhoni, a cricketer from India. This type of leadership has the chance of being seen as cool when the team is winning and passive when the team is losing! In an environment of teamwork or organizational, this style of leadership can be effective if you have a settled team, products and services, stable organizational /economic environment, and the team/organization is believed to be thriving. When the situation is altered or if there is a visible change in the style of leadership or behavior, the leader will be labeled "PASSIVE"or inactive. 6) ENDURING (STABILITY&COMMANDING RESPECT) LEADERSHIP: Even though many Australian captains have exhibited such leadership style, slightly lesser credit is being given here for their endurance, as their teams have been virtually "WORLD-CHAMPIONS" for prolonged periods of time. It is rare for a vessel to be affected when the sailing is calm. So, more emphasis is placed on leaders and captains such as Daniel Vettori of New zealand, Greame Smith of South Africa, Mahela Jayawardane of Srilanka for example. They have proven to be Enduring leaders, inspite of they are not the Champs. This kind of leadership style in organizations/teams is possible for leaders who are thought of as individuals-oriented and where no major competing leader of a similar stature is seen. The stability should not lead to too much comfort with personal relationships, acquaintances and a familiarity among team members that lead to difficulties in achieving results. Additionally, this type of leadership might not last in the event that a new leader emerges (with general preference for the change) or when team's performance is below certain standards. 7.) INSPIRATIONAL (TRANSFORMATIONAL) LEADERSHIP Perhaps the most striking instance in cricket for this style of leader is Mike Brearly of England, who's leadership skills are deemed exceptional. There is a legend that says Brearly could have played in the captain's role of any team in the world as a captain but the most notable illustration is the Ashes series, after England was down &out 2-nil after 2 matches and their top performer Botham was a disaster, in line with Australia's aggressive strategy of containing Botham ( who was the match winner on his day) . The introduction of Mike as the captain of the team from the 3rd test turned the series around on its head. He completely transformed Botham who won the remaining 3 matches , and in the final match, the Ashes for England. This kind of inspirational story is extremely relevant for organizations and teams involved in creative pursuits, stars, or organizations/teams going through a bad patch, to transform people at leadership levels and the like, more than those engaged in routine or mundane type of activities. They are perfect for startups to establish an ongoing performance culture right at the start. 8) PARTICIPATIVE (OUTSTANDING OR STAND-OUT?!) Leadership - A possible positive instance of this type of leadership is former Indian Captain Saurav Ganguly, going both by his track-record and the team members, reminiscing about his role with fondness and pride, long after he was no longer the skipper. There are many instances of this in International cricket, where captains have taken their leadership style to the extreme and failed. The style of leadership have to ensure in the context of an organisation or team that it is made clear that while quality participation from the team is appreciated and appreciated, the final power to make decisions based on facts, figures and organizational demands will lie on the leader. Also such leadership should avoid excessive, endless, free for all participation bordering on LAISSEZ FAIRE style of "NON-LEADERSHIP"Instead of being an"outstanding leader "the leader may have to "stand out" of the leadership position!. 9.) Project Style (SLAM-BANG!) Leadership: This kind of leadership requirement is similar to having different captains for shorter versions versus test matches. For instance, Bailey for Australia, Kohli for India and the list goes on. In general, they are believed as more aggressive captains. They're more risk-averse in order to meet the deadlines as demanded by shorter versions of the game. In a team or organization, leadership is required to complete different types of tasksand projects that have deadlines, risks, etc. by being highly alert and energetic, taking risks and capable of making decisions in a matter of minutes and even with limited information. One cautionary note would be that even the most dynamic leaders must have a mature look on their shoulders, and be capable to exercise some restraint. If they don't, when they are energized it is possible of making rash actions that could have disastrous consequences. 10) TASK-MASTER (MILITARY TYPE) LEADERSHIP: We have encountered this kind of leadership in cricket. Some have shown impressive results when managing a team of rookies and some have miserably failed, trying this style even with a team of experienced players, leading to anger. This kind of leadership style is difficult to apply in letter and spirit in modern companies. Yet, it is practiced with varying degrees of control on shop-floors, wherever routine, compliance oriented and automated processes are the norm as well. Such leadership style should provide the flexibility to employees who are looking to develop, or else they leave 11.) UNOBTRUSIVE (CARROT& STICK ) LEADERSHIP The leaders are that are well-informed with their hands on the pulse of the situation and the team, without imposing their will to play the role of the team all the time. Anil kumble of India was thought to be one of such captain. In the organization /team situations they can achieve excellent results, provided that the team has experienced or senior professionals, who generally prefer a hands-off leadership style and if the leader is of sufficient stature to command their respect, when required. The leader must make sure that the presence of the leader is clearly recognized in all important decisions taken in the collective. This kind of leadership will make their presence known through rewarding good behavior and vice versa. The style of leadership should not allowed to fall into the passive/laissez-faire category with the intention of extending freedom to the group. Such leaders need to be more hands-on, as the group composition changes with newer or less skilled team members that require direction.

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