Coach Krzyzewski                               

Executive Summary

            Coach Krzyzewski is an extremely good example of a well rounded leader both on and off the court. Though he is a very supportive and participative leader while going about his everyday life, when he is on the court, he demonstrates very strong directive and achievement-oriented leadership. As I continued to asses Coach K’s managerial skills it was very clear that even though both the Hersey-Blanchard Situational Leadership Model and the Blake and Mounton’s Leadership Grid could be applied to Coach K, he was most clearly depicted as a team manager (Blake and Mounton). This was a result of his strict concern for both production and players. Finally, Coach K is most definitely a transformational leader. He has a clear sense of direction and a knack for inspiring his players. As a result of these managerial leadership traits, Coach K is one of the most winningest well known coaches of the game.

House Path-Goal Leadership Theory

            According to House’s Path-Goal Leadership Theory, there are four different categories in between which leaders can fluctuate. These are directive leadership, supportive leadership, achievement-oriented leadership, and participative leadership. Coach Krzyzewski, like any leader, varies between these four characteristics depending on his environment. When it comes to his players and being on the court, which is how most people view him as a directive and achievement-oriented leader; where as off the court he can be a very supportive and participative leader.

Players (on the court)

Directive- Coach K lets the players know exactly what is expected of them. He explains directions of what to do (plays/defenses) and maintains definite performance standards. There is no question of who is in charge in practice or games.

            Achievement-oriented- As would any coach, Coach K sets goals for his team that are challenging and demand the highest level of performance. And not only does Coach K emphasis improvement of performance, but he demands it, and knows that his teams will achieve these standards.

Other Coaches (assistants), Recruits, Media (off the court)

Supportive- Coach K would go out of his way to say yes too many people while not on the court (as stated in Case 13). In doing this he was more friendly and approachable, as well as showing his concern for his co-workers and subordinates.

            Participative- Though not clearly stated in this case, one can assume that Coach K involved his assistant coaches in much of his decision making. He undoubtedly goes as far as to ask their advice on various issues both on and off the court.

Blake and Mouton’s Leadership Grid

Coach K would undoubtedly fall under the category of a team manager. Not only does he care about winning games and making it to the tournament each year, but he truly cares about players, as it relates to their education. “I realize that I’m not just a basketball coach. And if I were in the NBA, that’s what I’d be. I want to be a teacher and work with kids and see them grow up. What’s neat is that I can win a lot of basketball games while I’m doing that” (Case 13). He even went as far as to not hang a banner from the previous year until everyone from that team graduated. That clearly shows his high concern for production (wining games) as well as his high concern for people (their education).

Hersey-Blanchard Situational Leadership Model

Under Hersey and Blanchard’s leadership model they discuss four different leadership styles: delegation, participating, telling, and selling. Coach K, like in the Path-Goal theory, will fall under several of these in different situations.

Players (on the court)

Selling/Telling- the players require high guidance all of the time; it would be very difficult for a team to do well if they coached themselves. That is why it is unheard-of.  The players will require different amounts of support relationally depending on the player and the situation. For instance during practice they might need high support and explanations, where as in games he gives instructions (plays/defenses) and the players must produce.

Coaches (off the court)

Participating/Delegating- While off the court, he has less guidance as far as it relates to his assistant coaches and his associates. He has more relational dealings, for example the exchanging of ideas (high) and even allowing other coaches to plan offenses and defenses (low).

Overall

When you narrow it down however, Blake and Mouton’s leadership grid would provide more insight into the case. Though Coach K does have other dealings off the court, he is most well known by his coaching style. His, as I stated previously, is best described as a team manager. He expects a high level of production yet while still maintaining a high amount of concern for his player.

Transactional vs. Transformational

Coach K displays some transactional leadership traits, like directing efforts through tasks (practice), rewards (perks of the team; midnight madness), and structures. However, he more fully represents a transformational leader. There are three main traits that stand out.

            Vision- the ability to have a clear sense of direction and being able to communicate them to others, as well as getting others excited about it. Coach K is a master of this; he is able to get his teams excited about his vision.

            Charisma- using the power of personal reference and emotion to arouse others’ enthusiasm and trust in themselves. Coach K can do this because he played at the collegiate level. He can inspire because he can relate to the players.

            Intellectual Stimulation- gaining involvement by stirring up their imaginations. One can only imagine what Coach K says and/or does at the beginning of the season in the locker room. There is no doubt that it is intellectually stimulating, in this sense.