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Leadership - Brailsford

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Lee Beales

on 7 February 2015

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Transcript of Leadership - Brailsford

Leadership Theories
Question analysis
Critical Analysis
Lessons for the Future
Notable posts
Sports Science Degree
Masters Business Administration
1997-2014 British Cycling
2010 - Team Sky
Performance director - Road and Track Cycling

Sir Dave Brailsford CBE
Command, Leadership and Management

Maj Lee Beales RADC
Sir David Brailsford CBE
"My job is to create an environment, within which, they can be the best they can be"
Based on a
critical analysis
leadership theories and models, evaluate your
subject’s effectiveness
as a leader and, as a result of this analysis,
identify leadership lessons
that have
for the future.
Question Analysis
To do list:
Prepare CLM presentation

Introduction of leadership theories
Introduction of Sir "Dave" Brailsford
Critical analysis of subjects effectiveness against the theories
Leadership lessons for the future
Why this Leader?
Emotional Intelligence
Why choose Dave Brailsford?
Good leaders develop through a never ending process of self-study, education, training and experience (Jago 1982)
Great Man - Motivation - Trait - Behavioural - Situational - Servant - Charismatic - Transformational
Level 5 Leadership
Leadership Theory
Behavioral Leadership
Situational Leadership
Variables within leadership
Hersey and Blanchard's
Which is more important for Leadership?
Brailsford's CORE Principles
- Commitment
- Ownership
- Responsibility
- Excellence
"Placing the crown on the head of the rider"
"Coaches the team"
Ethical Leadership
"We set out with a zero tolerance policy, so we said that anyone who has had a doping conviction from the past or proved to have been involved in doping hasn't got a place on Team Sky. That is our policy."
http://www.bbc.co.uk/sport/0/cycling/30938355 22 Jan 2015
Setting the Vision
Successful leader in his field

Results based

Team focused

Motivated professional team

Current Leader

Works with many differing professional groups

"Sky could go out and sign Alberto Contador and win the Tour de France tomorrow but that would divert from our mission to win with a British rider within five years,"
"The philosophy of how you treat riders and how you treat people will be very much a part of this team."
"We've just completed our first five years, a terrific experience, and now we're starting our next five years and wondering what they'll look like,"
"Robots don't have emotions. Robots don't love racing. Robots don't have that hunger."
Model of Leadership influences
Enduring lesson of Leadership
Lots of leadership theory describes management styles.

Leadership is includes team, task, individual and the interactions between them.

Reductionist theories will not fully explain the leadership but can improve understanding.

Continued professional development allows leadership practitioners to recognition and manipulation of variables.

The most controllable variable in Leadership theory is 'self'.
Providing a vision for others within a well managed environment.
Emotional Intelligence
Self regulation
Internal Motivation
Social Skill

Trait Theory


Great Man
Trait Theory
Theory of X & Y
Blake and Mouton's Managerial Grid
Hersey and Blanchard
Tannenbaum and Schmidt's
Based on Adiar's action-centred leadership
United Kingdom. Defence Leadership Centre. Leadership in Defence. Shrivenham, DLC, 2004
The Lucifer Effect: Understanding How Good People Turn Evil by Philip Zimbardo, Political Psychology. Vol. 28, No. 5 (Oct., 2007), pp. 644-646
United Kingdom. Defence Academy of the United Kingdom. The Defence Leadership framework. Shrivenham, DCDC.
Director General Leadership. Developing Leaders: A British Army Guide.
Longford Elizabeth. Wellington. Sparkford, Sutton, 2005.
Keegan John. The Mask of Command. London, Pimlico, 2004
Northouse Peter. Leadership: Theory and Practice. London, Sage, 2012.
Grint Keith. Leadership: A Very Short Introduction. NY, OUP, 2010.
Development, Concept and Doctrine Centre. ADP Ops. Shrivenham, DCDC, 2010.
Milgram, S. (1963). Behavioral study of obedience. Journal of Abnormal and Social Psychology, 67, 371-378.
Asch, S. E. (1951). Effects of group pressure upon the modification and distortion of judgment. In H. Guetzkow (ed.) Groups, leadership and men. Pittsburgh, PA: Carnegie Press.
A review of Leadership studies with particular reference to military problems. Jenkins, WO.
Psychological Bulletin Vol 44(1), Jan 1947 54-79

Is Dave Brailsford a
behavioural or situational leader?
Behavioral Leadership v Situational Leadership
- Inspires

- Administers

- Orders


Explanation for patterns supported by evidence

- Representation of something
Behavior influenced by the leader therefore biggest determinant of success
McGregor's Theory X & Y
Leaders assumptions
Cross over with transactional and transformational leadership today
Blake and Mouton's Managerial grid
Focus on task and employee view from managers
High task and employee focus led to the most effective leadership
Jenkins 1947
First to suggest
Studied military leadership
Identified Autocratic and Participative leaders
Adjust behavior to fit the situation
An awareness of the situation important
Assess motivation and competence of people in relation to task to locate to a quadrant
Ribbon overlaying will demonstrate type of style required
Simple for analysis
How to assess task competence
Behavioral (But not dependent on the situation)
Positive or negative assumptions about team
Autocratic or participative style
Focused on task or individual

Assessment of staff motivation and competence
Adjusting to the situation
Behavioral flexibility
He has positive assumptions about his team members
Participative style
Both task and individual focused
Aware of staff commitment and competence
Aware of the effect of the environment

According to the criteria set he has a greater behavioral bias to leadership
These theories alone do explain all his tenets leadership
Full transcript