THE RECREATIONAL

LEADERSHIP
Intended Learning Outcomes

After the lessons in this unit, students must be able to:

1. Define leader, leadership, characteristics, qualities of an effective
leader, types of leadership and leadership roles;
2. Describe leader as a community role model and recognize the
characteristics of an effective community recreational leader;
3. Recognize the importance of self-care and the resources available to
support oneself in a work environment; and
4. Execute recreational activities as a leader.
LESSON 1
Leadership
Leader
• Someone who has the ability to influence or lead
others.
• A person who motivates a group of individuals to
achieve a common goal.
 Leadership
• Is a social influence technique that leverages
the efforts of others to attain a certain goal.
• The ability of an individual to lead or guide
other individuals, teams, or an entire
organization.
Recreation Leader
• Is in charge of planning, organizing, and carrying
out recreational activities/programs. He/she must
establish an activity that meets the needs of the
group for recreation and see it through to
completion.
Characteristics and Qualities of an Effective Leader

1. Risk Taker – Is someone who is prepared to take risks in order to

achieve a goal.

2. Self-Control – The capacity to control, adjust emotions to avoid

negative behaviors, and encourage positive ones, to meet long-term
objectives.

3. Caring Individual – Someone who sincerely cares about his

colleagues and wants to get to know them in order to help them
achieve their full potential.
Characteristics and Qualities of an Effective Leader

4. Modesty – The trait or state of being humble of one’s skills. A modest

leader must be able to take criticism and own his/her own limits. An
ego should not be present in a modest leader. Modesty enables a leader
to make sound decisions while keeping a cool head.

5. Balance – Being a balanced leader means that he/she consistently

presents himself/herself to the team. This strategy is comprised of two
major components.
i. First Step: Show that you care about your team on a personal
level.
ii. Second Step: Learn how to confront them directly.
Characteristics and Qualities of an Effective Leader

6. Resolute – A leader must be determined and persistent. They have the

inner strength to inspire others during difficult times. They are natural
skeptics and they despise weakness and incompetence.

7. Motivational – Leaders must be self-motivated. These leaders

understand the importance of continuing their personal and
professional development. They are continually seeking new ideas
from a range of sources.
Characteristics and Qualities of an Effective Leader

8. Clear Communicator – Leaders are outstanding communicators. The

ability to communicate is a fundamental trait of a leader. Being a
leader entails dealing with people, and his/her success is dependent on
the success of others.

9. Visionary – Is a person who has a definite idea of how the future

should appear. They plan out specific procedures for realizing a goal
and then lead a group of people in that direction.
Characteristics and Qualities of an Effective Leader
10. Sense of Humor – An important trait in a leader, especially in a small
staff organization. Furthermore, humor can help to defuse a difficult
atmosphere and bring flavor to an otherwise dull agenda. It also develops
a sense of camaraderie and makes for a more pleasant meeting or
workplace.
11. Ethical Leadership – Is defined as a promoting appropriate personal
actions and interpersonal relations in management, leadership, and in
workplace.
12. Dedicated to the “Cause” – A leader is always committed to what they
do and exhibits the perseverance, determination, and commitment
required to achieve results. They recognize that there will be difficulties
and setbacks along the path, but instead of giving up, they figure out ways
to overcome them.
Types of Leadership
1. Autocratic/Authoritarian Leadership – Individual dominance over all decision and
minimal group engagement are hallmarks of autocratic leadership. Autocratic leaders
rarely ask their members for constructive feedback and instead make decisions on their
own way.
2. Democratic Leadership – The leader makes choices based on the input of the entire
team. Regardless of whether or not he/she makes the ultimate choice, each member has
an equal say.
3. Laissez-Faire Leadership – Leaders that adopt the French slogan “laissez faire,”
which literally means “let them do,” transfer virtually all authority to their team
members. Leaders that are more lenient with their subordinates have a trusting and
dependable attitude toward them. They don’t micromanage or become excessively
involved, and they don’t give too much guidance or instructions.
4. Paternalistic Leadership – Is a leadership style which a dominating authority person,
such as Patriarch (Father) or Matriarch (Mother), treats and collaborates with the
members as if they were part of family, in exchange of loyalty and trust, as well as
their compliance.
5. Strategic Leadership – Described as the leader’s capacity to envision, prepare,
coordinate, and maximize the resources in order to successfully implement plans.
6. Transformational Leadership – Transformational leaders are constantly
“transforming” the group. This leadership style has an influence on both people and
societal systems. Its ideal form stimulates considerable and positive growth in
followers with the purpose of eventually developing them into leaders.
7. Transactional Leadership – Regulation, discipline, and short-term planning
distinguish transactional leadership. To keep their staff motivated, leaders that use
this technique rely on a system of incentives and sanctions. Transactional leadership
is based on the same basic principles as traditional leadership: incentives and
punishments inspire followers.
8. Coach-Style Leadership – A high-performance atmosphere is fostered by a
coaching leadership style. Teamwork, responsibility, and fulfillment describe this
type. To give the most effective leadership skills, coaching leadership combines
coaching attitudes and practices.
Leadership Roles
Create an Inspiring Vision
& Lead by Example
1. Establish an inspiring vision, common values, a
sense of direction, and goals. Lead change, take
chances, and produce change; handle change
opposition.
2. Set a good example and share your risks and
problems by leading by example.
3. Acquire confidence, respect, and trust without
attempting to earn popularity.
Empower, Inspire, and
Energize People

1. Show excitement, energize and inspire others,

and create a great work environment.
2. Empower others, delegate authority, be open to
new ideas, and trust in others’ ingenuity.
3. Establish clear standards and expectations by
communicating simply and honestly.
4. Empathize, be open to discussing and solving
problems, listen with compassion, and provide
help and support.
Build and Lead a Team

1. To build collaboration, use a team approach,

engage everyone, and trust the group’s decision.
2. Bring out the best in individuals, stay in touch
with them, train them, and give them constructive
feedback.
3. Allowing the team to make decisions together
encourages them to make better decisions.
4. Monitor progress without micromanaging, lead a
team, avoid tight monitoring, don’t micromanage,
don’t dictate, and lead team self-evaluation.
Difference between
Leader and Manager
 LEADER MANAGER
A manager is someone who plans,
A leader is someone who leads a group
directs, coordinates, and controls the
of people and inspire them to work
activities of an organization or a
together to achieve a shared goal.
project.

Leaders’ processes are transformative Managers’ processes are transactional

as they create vision and chart a course in nature, since they distribute work
to achieve their goals. and accomplish goals.
A leader is constantly concerned about
A manager is in charge of a group.
his/her group.
A leader has a strategic perspective, A manager demonstrates
manages a team, is open-minded, and organizational, management, problem-
encourages creativity. solving, and conformance abilities.
 LEADER MANAGER
Leaders cultivate spheres of influence Managers establish power circles and
and lead by example. exercise authority.
They are primarily responsible for
They mostly maintain the status quo
shaping the culture and promoting
through enacting the prevailing culture.
honesty.
The role of the leader is primarily to
Managers mostly give guidance on how
establish the course towards achieving a
to complete a project.
goal.
A manager is primarily responsible for
A leader primarily aids decision-making.
making choices or decisions.
A leader encourages change and sees A manager is a person who reacts to
disagreement as a source of strength. change while avoiding confrontation.
 LEADER MANAGER

The leader always says “We” when the

Where the subordinates are the
subordinates are followers or team
employees, the manager always says “I.”
members.

A good leader knows how to get things

A manager demonstrates how it’s done.
done.

They are primarily concerned with the They are mostly concerned with
link between aims and people. achieving goals.
 LESSON 2
The Leader as a Community Role Model
• In their communities, recreation leaders serve as
positive role models.
• Role modeling necessitates leadership from those
in positions of formal authority as well as
individuals who have never considered themselves
to be leaders.
• Being a leader entails committing to and engaging
in positive changes that improve the quality of life
in your community.
Effective Community Leaders

Act as a change agent

Show your dedication to ongoing growth

Consider the big picture

Are a driving force behind citizen responsibility

Advocate for better living conditions

Planning and strategies for community development should be used

 Effective Community Recreation Leader

Recreation is more than just running a program or maintaining a

facility. It provides a platform for communities to work together
creatively to enhance quality of life and safeguard the environment.
It has the potential to strengthen families, encourage active lives, and
make communities safer. If we want to maximize the delivery of these
goals as recreational leaders, we must pay particular attention to
how programs, activities, or events are carried out.
 Effective Community Recreation Leader

The responsibility of the leader is about creating a

procedure that assists people in assisting themselves. When
citizens detect and address community needs, support
multidisciplinary approaches, and create programs, events,
services, and facilities, they are regarded as recreation leaders.
 
The strength and promise of recreation’s personal, social,
environmental, and economic advantages may be leveraged by
community recreation leaders working together.
Characteristics of a Community
Recreation Leader

• Leaders work with people or groups to develop and accomplish

objectives that are both attainable and meaningful.
• This approach provides a framework for communities to help themselves
by determining their own priorities and goals.
• A community leader should put the needs of the members of the
community ahead of their own, especially if the goals are for the greater
good.
• The effectiveness of community leaders’ work will be evident when their
presence is no longer necessary.
• Recreation leaders are always necessary because individuals and groups
with new opportunities and challenges will always be visible.
Characteristics of a Community
Recreation Leader

• Although members may rely on the leader, the objective is to help

them become self-sufficient while also increasing their
responsibilities and decision-making ability.
• A good leader does not create followers; instead, he/she cultivates
other leaders. This is known as EMPOWERMENT.
• Planning, problem solving, fundraising, meeting facilitation, and
other skills are required to assist individuals in becoming more self-
sufficient.
• It’s important to know when to switch roles and which tools to
utilize in order to thrive.
Roles of Community Recreation
Leaders
 Supporting Individuals

• Motivate folks who wish to see specific concerns.

• Involve community members wherever feasible to provide
comments and direction, to serve as volunteers, and so on.
• Introduce them to others who share their worries, solution and
difficulties.
• Facilitate opportunities for growth and training, in terms of
leadership.
• Introduce people to services and community groups that can
give information and referrals.
 Supporting Individuals to Work Together

• Promote community groups’ programs and services.

• Assist with administrative tasks, meeting space and equipment,
and financial support, among other things.
• Establish a reputation as a reliable source of information for
community organizations.
• Maintain active and continuing communication with
individuals and groups.
• Increase the accessibility of learning materials and
opportunities.
 Providing General Community Support
• This has an influence on a variety of people.
• Recognize, encourage, and honor volunteerism.
• Initiate dialogues to learn about a community’s strengths and
weaknesses.
• Disseminate information.
• Promote and/or give chances for networking.
• Create and advocate policies that express a commitment to
community development.
• Provide volunteers and staff with continual training and
learning opportunities.
• Participate in community-planning initiatives.
 Supporting Community Initiative
• Provide opportunity for community resources, issues, and
difficulties to be evaluated by initiating and/or supporting
initiative.
• Initiate and/or support opportunities for collaborative issue
solving and new initiatives.
• Encourage possibilities for connection development and
collaborative projects.
• Collaborate with others to provide services.
• Encourage the development of fresh ideas and innovations.
• Encourage activities among those who may not be receiving
adequate community service.
 Encouraging Widespread Community Change

• This is known as collective impact or comprehensive community change, and it

will always have an influence on organizations from a variety of sectors, including
NGOs, government, and industry.
• Assist in bringing together and empowering interested people and employees for
community-based activities.
• Make connections and form networks with people and organizations from other
sectors.
• Encourage cross-organizational collaboration.
• Show that you’re ready and flexible enough to deal with rules, financing models,
distribution methods, and other variables that limit growth and development.
• Encourage “big picture thinking” and encourage community service integration.
• Provide training and assistance to a diverse range of leaders.
Self-Care
Recreation leaders must avoid burnout by caring for themselves
as well as their communities if they want to be effective in their
communities. Dedicated leaders frequently prioritize the needs of
their communities over their own. This type of work requires a lot
of energy and can be quite demanding, placing leaders at danger of
burnout.
 
We all face stress on a daily basis. Another type of stress
accumulates over time without being seen, leading to burnout.
Regular physical exercise, nutritious food, paying attention to our
spiritual life, taking the time to calm down and relax, and spending
time outdoors in nature are all self-care ways to combat this.
Self-Care
In small towns, recreation leaders are put under a lot of
pressure, and they usually do their hardest to meet everyone’s
requirements except their own. Over time, developing a realistic
work schedule and establishing limits might assist to prevent
weariness.
 
Recreation leaders must realize that they are in the recreation
business. It is critical for leaders to have fun, relax, and laugh. We
need to show that involvement and balance may have a good impact
on individuals and the quality of life in our communities as role
models for recreation and leisure.