The development of a leadership styles competency framework (LSCF) associated with effective leadership in the role of regional rugby development manager in schools in the United Kingdom

Abstract

The aim of this study is to determine the effect of leadership styles competency frameworks on the leadership effectiveness of Regional Rugby Development Managers (RRDM's) at the Rugby Football Union (RFU), with particular reference to school rugby. A further aim is to investigate the impact of organizational climate on the role of the RRDM and those who they lead. An analysis of literature resources was undertaken by employing the use of electronic media, library searches and a search of leadership and management related journals. A range of senior leaders across a raft of businesses, sporting and other organizations were contacted via electronic media for input and assistance on the research topics. Leadership training was undertaken with key RFU personnel on a number of occasions, with the objectives being that by the end of such training, each delegate would be able to: • Understand the links between individual characteristics, leadership styles and organizational performance • Describe their own leadership styles • Describe the organizational climate that they create • Describe their individual characteristics and how they relate to the way they lead others • State personal development targets In this study, a total of 78 delegates were engaged in exclusive testing in relation to leadership effectiveness in terms of 360 degree feedback processes (such as a leadership styles inventory). This multi-rater survey provided the RRDM's with a profile

of their leadership styles in six dimensions, and the genesis of the work with the Hay Group tested the surveys with 215 organisations and 10234 leaders across all management levels, industries and functions. The profile of each RRDM personnel was compared with a representative sample of the Hay worldwide database, and transformed into percentiles which could be compared with other organizations. Each RRDM was also engaged in testing which sought to measure a group of personal competencies selected as most likely to make a performance difference in their role. The organizational climate survey employed was normed against a data base of 12457 participants and 262 organisations. Results were statistically processed, recorded and compared with earlier literature studies. A Leadership Styles Competency Framework (LSCF) was proposed with the philosophy that the 'best' organizations now have competency models at different levels to help leaders clarify expectations of performance and describe the skills necessary for promotion. Recommendations were made, shortcomings of the study identified and suggestions for further study were proposed.