Leadership in Sports - E-sports (LOL)

timer Asked: Feb 3rd, 2019
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Question Description

You are asked to write an article for a sport magazine to illustrate the leadership within this sport.

E-sports (e.g. League of Legends) has been recognized by the Olympic Games, write an article to introduce this sports (80-100 words) and explain the leadership [skills, teamwork, corporate...anything about leadership] (250-500 words) happened in e-sports.

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PRAISE FOR TOOLS FOR TEAM LEADERSHIP “An extremely useful book. The illustrations, straightforward language, and practical tools make it very accessible for anyone leading teams. Designed for the practitioner, it clearly hits the mark.” —Hal Stack, Director, Labor Studies Center, Wayne State University “Offers excellent, concrete, and specific advice managers can actually use to meet the daunting challenges of making sure their teams really work.” —J. Frank Yates, professor, University of Michigan Business School; author, Decision Management “Those who lead or work with teams will find many practical resources that can be put to use immediately. Huszczo reaches out to the reader in plain, easy-to-understand language and offers the wealth of his experience through stories, examples, tips, and exercises.” —Sandra Krebs Hirsh and Elizabeth Hirsh, consultants, Hirsh Consulting; coauthors, Introduction to Type® and Teams and the MBTI® Teambuilding Program “Provides you with practical tools and strategies, and a logical understanding.” —Edgell W. Turnquist, StaffRd. AFSCME/Executive Director, Michigan Labor-Management Association “Gives team leaders proven practical tools to tackle team leadership problems, as Huszczo’s first book, Tools for Team Excellence, did with team problems.” 2 —Paul Davis, President, Scanlon Leadership Network “Whenever I need to work with teams, I turn to Greg Huszczo’s work, with its clarity, realism, and practicality. Leadership teams are not often dealt with well in organizations, and Huszczo is astute and insightful on this topic.” —Peter Geyer, consultant, writer, and researcher; Otto Kroeger Associate; columnist, Australian Psychological Type Review 3 TOOLS FOR TEAM LEADERSHIP 4 TOOLS FOR TEAM LEADERSHIP Delivering the X-Factor in Team eXcellence Gregory E. Huszczo 5 First reprinted by Davies-Black, an imprint of Nicholas Brealey Publishing, in 2010: Hachette Book Group Carmelite House 53 State Street 50 Victoria Embankment Boston, MA 02109, USA London EC4Y ODZ Tel: (617) 523-3801 Tel: 020 3122 6000 www.nicholasbrealey.com Special discounts on bulk quantities of Davies-Black books are available to corporations, professional associations, and other organizations. For details, contact us at 888-273-2539. Copyright 2004 by Davies-Black, an imprint of Nicholas Brealey Publishing. All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or media or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical articles or reviews. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries. Davies-Black and its colophon are registered trademarks of Nicholas Brealey Publishing. ISBN: 978-0-89106-386-5 eISBN: 978-0-89106-352-0 Printed in the United States of America. 14 13 12 11 10 11 10 9 8 7 6 5 4 3 Library of Congress Cataloging-in-Publication Data Huszczo, Gregory E. Tools for team leadership: delivering the X-factor in team excellence / Gregory E. Huszczo.—1st ed. p. cm. Includes bibliographical references and index. 6 ISBN 978-0-89106-201-1 (hardcover) 1. Teams in the workplace. 2. Leadership. 3. Management. I. Title. HD66.H873 2004 658.4´022—dc22 2004015274 FIRST EDITION First printing 2004 7 This book is dedicated to my family … a loving, learning, growing group 8 CONTENTS List of Exercises Acknowledgments About the Author Introduction 1 The Need for Team Leaders at All Levels Helping Teams Help Themselves 2 Your Natural Leadership Strengths Capitalizing on Your Knowledge, Skills, and Personal Qualities 3 Effective Teambuilding Launching or Growing Your Team 4 Knowing Why the Team Exists Leading the Way to Clear Goals 5 Communicate, Communicate, Communicate Sharing, Listening, Providing Feedback 6 Problem Solving and Decision Making Establishing Defined Procedures 7 Resolving Conflict Turning the Blame Game into Problem Solving 8 Motivating and Coaching Teams to Success Reinforcing Team-Oriented Behaviors 9 Leaders As Ambassadors of Team-Based Change Efforts Building Diplomatic Ties in the Organization 10 Monitoring and Reviving Teams Helping Your Team Get Unstuck 9 11 Helping a Whole Team of Leaders Leading Leadership Teams 12 Summary: The Learning Leader Makes a Difference Reviewing What You’ve Learned Appendix A: The Exotic Orchid Role Play Exercise Appendix B: Jacobson’s Progressive Relaxation Technique Bibliography Index 10 EXERCISES 1 Lessons from Experience 2 Focus Group Interview Questions 3 Survey of Team Leader Training Needs 4 A Dozen Tools for Team Leaders 5 Identifying Your Natural Talents and Deficiencies 6 Extraverted Type (E) or Introverted Type (I) Checklist 7 Sensing Type (S) or Intuitive Type (N) Checklist 8 Thinking Type (T) or Feeling Type (F) Checklist 9 Judging Type (J) or Perceiving Type (P) Checklist 10 Capitalizing on Your Personality Preferences 11 Personal “Coat of Arms” 12 Teambuilding As an Ongoing Effort 13 Developing Your Team’s Charter 14 Composing an “Elevator Speech” About Your Team 15 Scripting the Start of Your Day 16 Monitoring Your Listening 17 Assessing Your Communication Skills 18 Consensus Decision Making: The Significant Inventions Exercise 19 Step 1 of the 4-A Plus 2 Model: Awareness 20 Step 2 of the 4-A Plus 2 Model: Analysis 21 Step 3 of the 4-A Plus 2 Model: Alternatives 22 Step 4 of the 4-A Plus 2 Model: Action 11 23 Follow-up Step 1 of the 4-A Plus 2 Model: Assessment 24 Follow-up Step 2 of the 4-A Plus 2 Model: Appreciation 25 Awareness and Analysis of the Problematic Conflicts on Your Team 26 Identifying and Clarifying Perceptions of Conflict Strategies 27 The Designated Bragger Exercise 28 Practice Meeting with Your Boss 29 Mental Models: The Arm-Wrestling Exercise 30 Your Vision of Team Excellence 31 Strategies for Overcoming Resistance to Change 32 Applying the Three Laws to Tip a Change Movement 33 Our Team’s “Stock Price” and Analysis 34 Team Diagnostic Questionnaire 35 Team Morale Survey 36 A SWOT Assessment Appendix A: The Exotic Orchid Role Play Exercise 281 12 ACKNOWLEDGMENTS I owe a great deal to the men and women whom I have witnessed helping teams in organizations. It has been encouraging to see them care and make a difference, and I have learned from their efforts to provide leadership. They have trusted me as I have attempted to help them help others. I also owe a great deal to my family and other loved ones. Without them my life would never be in balance. Kathy has made our lovely house a home. Her love and faith make me happy. Sam has grown and blossomed. I am so proud of him. He has become a wonderful man. My mother still wonders why I like to work hard, but she and my dad taught me long ago that learning and helping others is why we are on this earth. Family members Mike, Jan, Amy, Stacy, and Annie have all added joy to my life. I am grateful to my colleagues. I am blessed to have worked with talented and patient people both through my consulting practice and in our MSHROD Program at Eastern Michigan University. The challenge of trying to articulate what I am observing, researching, and teaching has resulted in insights I could not have achieved without them. The comments and support from key organizations and individuals must also be recognized. I would like to thank Jim Lomac and Cindy Hayes of the Management Research Group in Portland, Maine, and Paul Davis of the Scanlon Leadership Network for making their resources available to me. I also want to thank the people who reviewed the manuscript and provided their insights: Sue Bird-Johnson, Jack Buettner, Scott Fenton, Peter Geyer, Sandra and Elizabeth Hirsh, Pat McDonnell, Lee Sanborn, Mike Schippani, Maureen Sheahan, Hal Stack, Ed Turnquist, Mary Vielhaber, and Frank Yates. This book would have never been completed were it not for the wonderful team of people at Davies-Black Publishing and CPP, Inc. Connie Kallback, Senior Acquisitions Editor, has been particularly helpful to me. She encouraged, cajoled, put up with my sense of humor, and kept me going. Laura Simonds, Director of Marketing and Sales, was so helpful in promoting my previous book and has been kind enough to do the same on this one. Lee Langhammer Law, Publisher, encouraged me to stay with Davies-Black and has convinced me of this company’s effectiveness. 13 Mark Chambers provided much-needed help as copyeditor. Finally, I want to thank the readers of Tools for Team Excellence, who have given me useful feedback, especially regarding material needed to help those who are taking on the responsibilities of providing leadership to teams in their organizations. 14 ABOUT THE AUTHOR Gregory E. Huszczo, PhD, is an organizational psychologist and author of such works as Tools for Team Excellence and Making a Difference by Being Yourself. With more than thirty years’ experience as an awardwinning teacher, researcher, and consultant in the areas of organizational change, teams, personalities, and leadership, he has worked with Ford Motor Company, Kellogg, La-Z-Boy, the VA hospital system, British Petroleum, Navistar, and National Coalition for Community and Justice, among other clients. Currently professor of organizational behavior and development in the master’s program in human resources and organization development at Eastern Michigan University, he also has taught at various other universities and institutes, including Southern Methodist University, Michigan State University, the University of Louisiana at Lafayette, and the UAW Education Center. 15 INTRODUCTION Did you ever play “King of the Hill” as a kid? One kid stands atop an elevated piece of ground, and the rest of the kids try to throw him off the perch so that someone else can become king of the hill, who eventually meets the same fate. This continues until everyone gets tired and frustrated or someone gets hurt. Your organization cannot afford to play this game as a way to determine team leadership. Don’t spend all that energy on determining who is the toughest or the smartest. The major benefits of a team concept occur only when all involved have a chance to exert their skills, knowledge, and influence. You probably picked up this book because your organization is attempting to use some form of a team concept to guide the way it operates. I assume you want to—or have to—help a team in your organization. This book is designed to help you help team members help themselves, not to take over. If you want to play “King of the Hill,” you should probably look for a different book. This book will provide you with the tools to develop the behaviors needed to effectively work together in a team environment. It will encourage you to develop people and help manage situations in a way that is conducive to team excellence. It will prepare you to provide leadership in a team-based organization. You may have also picked up this book because you read my previous book, Tools for Team Excellence. That book was based on my twenty-five years of research on the subject of teams. In it I describe the seven key components of excellent teams in organizations: • Clear goals and sense of direction • Identification of talent • Clear roles and responsibilities • Agreed-upon procedures 16 • Constructive interpersonal relations • Active reinforcement of team-oriented behaviors • Diplomatic external ties I have furthered that research since the book was first published in 1996. I have reconfirmed those seven components but have recognized an additional important factor for success with teams: leadership. Company after company, team after team, expressed the importance of leadership in attaining excellence within a team concept. At first I resisted their comments and the data because I had seen too many teams that demonstrated an overreliance on leadership. Despite their declaration of a team concept on paper, in reality a person or two on each team carried the load. However, the evidence is overwhelming. Coaches of sports teams often speak about the importance of “X-factors” for success. These are intangibles such as experience, intensity, or the ability to make the most out of opportunities. The X-factor in whether a team concept succeeds is leadership. This does not mean an overreliance on one or two key people, but rather a willingness on the part of many people to take on the responsibility of influencing people and events and helping a group of individuals move forward together. Ironically, organizations need to be full of leaders even when promoting so-called leaderless teams. I want you to be one of those leaders who makes a difference in your organization. How This Book Will Help You Help Teams Help Themselves This book gives you the tools to analyze a team with confidence and to provide constructive feedback. It provides you with the tools to creatively generate options among team members and then gain a consensus of what to try. It gives you tools to help the team plan the actions it needs to help itself. Covered are ways to help the team with its task and relationship difficulties while adding more tools to your toolbox beyond those offered in Tools for Team Excellence. It furthers efforts to address the seven key components that separate the excellent organizational teams from the mediocre ones. You will learn how to help a team diagnose its strengths and weaknesses, help establish a clear sense of direction, improve communications, ensure systematic problem solving and decision making, resolve dysfunctional conflicts, motivate and coach team players, build 17 diplomatic ties in the organization, and help teams get unstuck. In reading this book you will have the opportunity to learn a lot about yourself as well as others. There is a natural leader within you, and this book will help you find it. If you are willing to give up your desire for perfectionism and control while steadfastly adhering to a desire to make a difference, you will benefit from this book. I want you to take teams seriously and yourself lightly. Helping a team by being a leader does not mean putting all the responsibility on your shoulders. You are to work with the team, not take it over. You are not being asked to be a saint or a martyr. You are being asked to serve and to lead. You are being asked to identify the leadership talent within the team even if you are the assigned leader of that team. The main theme of chapter 1—that team leaders must help others help themselves—is carried throughout all subsequent chapters. At the end of each chapter you will be asked to complete a review to identify what you have learned and how you will attempt to use what you learned. Leadership development requires active learning. Merely gaining insights by reading will not be enough. You will need to practice the skills required of you as team leader: teambuilding, goal setting, communicating, problem solving, decision making, motivating, coaching, practicing diplomacy, monitoring, reviving stuck teams, leading executive leadership teams, and so on. Be the X-factor in your organization’s effort to build excellent teams. Note: This book was written for both the person attempting to provide leadership to a single team within an organization and the leader overseeing the development of multiple teams within a larger organization. While the text is generally addressed to the former, the lessons contained herein are equally applicable to the latter. 18 CHAPTER 1 THE NEED FOR TEAM LEADERS AT ALL LEVELS Helping Teams Help Themselves Perhaps the best team I was ever part of was an education staff of a large organization. Virtually every member stepped up to the task of providing leadership from time to time. People genuinely respected each other but cared even more about providing the best programs and services. Peers challenged each other constantly. Whenever anyone acted blasé about an issue raised at a staff meeting, that person would be confronted and reminded of his ability and expressed commitment to address the issue in a better way. Everyone was task oriented, relationship oriented, and customer oriented. Isn’t that what you want from leaders? While the team had an official “director” who reported to a vice president, she didn’t tell us what to do—she simply made clear our team goals and created a climate for getting things done well. We were a team full of leaders, not a team whose individual actions were coordinated by a single leader. The best teams are leaderful, not leaderless. Over the last couple of decades, companies have been encouraging the development of self-directed work teams, problem-solving committees and task forces, and even executive leadership teams. Attempts to use teams are evident in nearly every major organization today. Are you now in a position where you have the opportunity to be a leader? Whether your position is that of team leader, supervisor, area manager, coordinator, professional resource specialist, general manager, executive, union leader, 19 or president of the company, the benefit of a team approach is to be found in collective action, not in the actions of individual heroes. Three Chief Requirements for Building Team Leadership If you truly want to help your organization with your team-oriented leadership, you will have to fulfill three chief requirements: raising awareness, generating options, and planning for success. Raising Awareness Your first assignment, if you have the courage to undertake it, is to get the team to take an honest look at itself. You need to serve as a large mirror, one free from distortion. It may seem like magic when a team jells, but there is a structure to that magic. Your job is to help each team make an accurate assessment of its actions and structure. Why do things go well when it is succeeding, and what are its problems when it is struggling? You need to be able to help the team describe what was and is happening so that it can live its life consciously. You are acting as a key catalyst by raising awareness for the whole team. It is a basic premise of this book that a team is better off knowing what is going on than not knowing. The team may be a little too close to its day-to-day activities and routines to notice the patterns. If you have a keen sense of the obvious, you are likely to be helpful to teams in organizational settings. Helping a team understand its strengths and its problems is the first step in its becoming more effective. Generating Options If you are looking for a single best way to help teams, you are reading the wrong book. There is no one best way to capitalize on strengths and minimize weaknesses—instead there are many pathways to the same result. The members of your team—like all of us—develop habits and set ways of doing things; you need them to consider other options. The wisdom of teams results from the diversity of views available. You need to free up their minds to brainstorm strategies and tactics that can make a difference. You can also help by adding options for the team to consider, but be careful about getting sucked into making decisions for the team. It is best to facilitate consensus decisions. If you want a committed, not merely compliant, team, you need to get 20 the members to choose from among its options while staying within the boundaries set by your organization. Leaders in a team environment provide guidance in a process that alternates between expanding the thinking of the team and then gaining a focus regarding what is to be done to resolve the issues. Planning for Success Too often, teams ...
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Tutor Answer

School: UC Berkeley


Running head: E-SPORTS


Student’s Name
Institutional Affiliation



E-sports are competitions that are carried using video games. E-sports take the form
of multiplayer video game competitions, and they are organized. Participants are usually
professional gamers and teams. Online and offline video games competitions have been in
existence for some time, but it has mostly been among armatures; in the recent years,
however, video games have involved professional gamers and spectators who stream the
events live (“Next Level eSports,” 2019). From 2010 henceforth, e-sports have become a
significant factor in the video game industry, and developers are continuously designing
games suited to the professional sports culture.
Among identified barriers to e-sports, pe...

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Thanks, good work

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