Case study 5.

1 – Marathon Runners at Different Levels

Fernando Ibarra

Arizona State University

OGL 300: Theory and Practice of Leadership

October 28, 2022

Case 5.1 Marathon Runners at Different Levels

David Abruzzo is the newly elected president of the Metrocity Striders Track Club
(MSTC). One of his duties is to serve as the coach for runners who hope to complete
the New York City Marathon. Because Abruzzo has run many marathons and
ultramarathons successfully, he feels quite comfortable assuming the role and
responsibilities of coach for the marathon runners.

The training period for runners intending to run New York is 16 weeks. During the
first couple of weeks of training, Abruzzo was pleased with the progress of the
runners and had little difficulty in his role as coach. However, when the runners
reached Week 8, the halfway mark, some things began to occur that raised questions
in Abruzzo’s mind regarding how best to help his runners. The issues of concern
seemed quite different from those that Abruzzo had expected to hear from runners
in a marathon training program. All in all, the runners and their concerns could be
divided into three different groups.

One group of runners, most of whom had never run a marathon, peppered the coach
with all kinds of questions. They were very concerned about how to do the marathon
and whether they had the ability to complete such a challenging event successfully.
They asked questions about how far to run in training, what to eat, how much to
drink, and what kind of shoes to wear. One runner wanted to know what to eat the
night before the marathon, and another wanted to know whether it was likely that
he would pass out when he crossed the finish line. For Abruzzo the questions were
never-ending and rather basic. He wanted to treat the runners like informed adults,
but they seemed to be acting immature, and rather childish.

The second group of runners, all of whom had finished the New York City Marathon
in the previous year, seemed most concerned about the effects of training on their
running. For example, they wanted to know precisely how their per-week [Page
121]running mileage related to their possible marathon finishing time. Would running
long practice runs help them through the wall at the 20-mile mark? Would taking a
rest day during training actually help their overall conditioning? Basically, the
runners in this group seemed to want assurances from Abruzzo that they were
training in the right way for New York. For Abruzzo, talking to this group was easy
because he enjoyed giving them encouragement and motivational pep talks.

A third group was made up of seasoned runners, most of whom had run several
marathons and many of whom had finished in the top 10 of their respective age
divisions. Sometimes they complained of feeling flat and acted a bit moody and
down about training. Even though they had confidence in their ability to compete
and finish well, they lacked an element of excitement about running in the New York
event. The occasional questions they raised usually concerned such things as
whether their overall training strategy was appropriate or whether their training
would help them in other races besides the New York City Marathon. Because of his
running experience, Abruzzo liked to offer running tips to this group. However, when
he did, he felt like the runners ignored and discounted his suggestions. He was
concerned that they might not appreciate him or his coaching.

Questions
1. For the case study I will be covering case study 5.1 Marathon Runners at Different
Levels. As group one has expressed that this is their first marathon, they have many
questions to asl Abruzzo. The best type of leadership approach would be a high
directive and high support approach. Group one is completely new to running
marathons and look to Abruzzo for knowledge and support as his expertise
supersedes group one’s knowledge. Abruzzo “wanted to treat the runners like
informed adults, but they seemed to be acting immature, and rather childish.”
(Northouse, 2021, chapter 5, pp. 120). This indicates that the group lacks the knowledge and discipline to
achieve things without being directed to do so. The

2.How would you describe the fit between the runners in Group 2 and Abruzzo’s
coaching style? Discuss
The runners in group two had different input than those in group one. Abruzzo’s
coaching style can mesh well with this group as he has ran more marathons and has
a more knowledge than this group as well. Abruzzo can have success with this group
as they require less directive input and more supportive behavior and reassurance.
They have the skill sets as this group had recently completed the New York City
Marathon last year. They are expressing their own struggles like “Would running
long practice runs help them through the wall at the 20-mile
mark? Would taking a rest day during training actually help
their overall conditioning?” (Northouse, 2021, chapter 5, pp 121). This group needs
support in knowing that they are training as efficiently as possible and Abruzzo’s coaching style can
accommodate them properly.

3.The experienced runners in Group 3 appear to be a challenge to Abruzzo. Using

SLII®, explain why he appears ineffective with this group.
Abruzzo appears to be ineffective with group three since they are all well seasoned
runners who finished in the tops of their respected age groups. Many may feel that,
since they performed well, may feel that they know more than Abruzzo and do not
value or respect his insight. With the other groups that he was coaching and
directing, Abruzzo held more knowledge than them so it was not difficult to convince
them to believe in his methodology. This group will require the leader to have a low
directive but a high supportive role. The goal is to bring out the groups skills by
praising, listening and providing feedback to the best of his ability. This group has the
necessary skills but may alter in the degree of motivation to accomplish them
requiring more support and encouragement.
4. If you were helping Abruzzo with his coaching, how would you describe his
strengths and weaknesses? What suggestions would you make to him about how to
improve?
Abruzzo hold many strengths as the current president of the Metrocity Striders Track
Club. Some of which are his successful completion of many marathons and
ultramarathons in the past. He holds first hand knowledge on training methodology
and tips with his proven success in running marathons from his past. Abruzzo has all
of this knowledge; however, he may not know how to properly teach a wide variety
of runners in different stages of their running careers. In his current methodology,
Abruzzo has seemed to lose the confidence and motivation of the groups that he is
coaching. With this in mind, he may need to change the training style around the half
way mark or in quarters to keep the runners interested and motivated. The runners
maybe unmotivated to carry out the same training regiment for the course of sixteen
weeks. Another thing to consider is designing training programs according to the
level of runners that are presented to him. The runners from group one and three
should not be training the same as they are in two very different stages of progress.
Some runners may need a coach that has a higher degree of direction and support
while others can benefit from a low directive high support coach. Knowing what type
of coach the runners may need can help boost Abruzzo’s success in coaching
marathon runners in the future.

References

Northouse, P. G. (2022). Leadership: Theory and Practice (Ninth). SAGE Publications, Inc.
https://vantage.sagepub.com/student/MCCAIN-1713/ch-5-situational-approach-
description#s9781071834497.i1128