This is the basic leadership level. When it comes to leadership, your influence stops at the title. While authority may be present, leadership expands that horizon. Remember that the boss is in charge, even when you lead. This is a good sign you understand the role of the Director. When it comes to leading followers, keep in mind that: • Bosses drive. Directors coach. • Bosses depend on authority. Directors on goodwill. • Bosses inspire fear. Directors inspire enthusiasm. • Bosses say “I”. Directors say “we”. • Bosses fix the blame for a breakdown. Directors fix the breakdown.
• Bosses know how it is done. Directors [show how] get it done. • Bosses say “go”. Directors say “let’s go! ” (Sarkela, Galloza, Molina, & Contreras, n. d. , p. 2) Level 2: Permission This level involves management by walking around. The Director develops interpersonal relationships with employees [athletes]. “Energy and focus are placed on the individual’s needs and desires” (Sarkela, Galloza, Molina, and Contreras, n. d. , p. 3). Directors, like others, are human beings. Thus, Directors should realize the potential in conveying a warm and inviting demeanor to others.
Love [get to know and understand] the people you lead. It will prove beneficial to all. In fact, the department should be cohesive: a team that works together. Level 3: Production Utilize teamwork to accomplish goals. Be focused and remain results-oriented. Make good things happen. “Results are the main reason for the [level three] activity” (Sarkela, Galloza, Molina, & Contreras, n. d. , p. 3). Level 4: People development Surround yourself with [staff] management you have touched or helped. “A Director is effective not because of his or her power, but because of his or her power to empower others.
A Director’s main responsibility is developing others to do the work’” (Sarkela, Galloza, Molina, & Contreras, n. d. , p. 3). Consequently, the Director should be prepared to allow staff members to be leaders as well. In doing so, the Director should keep in mind the levels of leadership that have been discussed. Here is a summary of them: 1. Position: Rights—People follow because they have to. [Think of Position as transactional leadership capabilities the Director can demonstrate]. 2. Permission: Relationships—People follow because they want to.
[Think of Permission as charismatic leadership capabilities that the Director possesses]. 3. Production: Results—People follow because of what you have done for the organization. [Think of this as transformational leadership where the Director has been both effective and successful]. 4. People Development: Reproduction—People follow because of what you have done for them. [Think of this as universal leadership that can be duplicated within each department of the organization as well as worldwide]. (Sarkela, Galloza, Molina, & Contreras, n. d. , p. 3)
Once the Director has successfully completed Part One of the Leadership development program (LDP), he or she will be able to move on to the next section. Part One is an intensive four week long program. Week one will be Defining leadership. In Week two, participants will come to understand what it means to lead. Weeks three and four will consist of the levels of leadership. Participants will be tested on their knowledge at the end of the four week session. Each participant is required to make at least 400 out of a possible 500 points to graduate to the next session.