PEPonline Professionalization of Exercise Physiologyonline An international electronic journal for exercise physiologists ISSN 1099-5862 Vol 5 No 5 May 2002   Traits and Virtues:  Establishing Exercise Physiologists As Leaders Brian W. Findley, M.Ed Florida Atlantic University LIKE MANY OF YOU, I look forward to reading Professionalization of Exercise Physiology-online as our profession continues to develop into something we can all be proud of.  One article, in particular stands out as the essence of what we require if our profession is to be recognized in the esteem it deserves.  In  2000 (Volume 3, Number 1) of this journal, Tommy Boone wrote an article entitled, “Leadership in Exercise Physiology,” which has been a catalyst for many decisions I have made as an exercise physiologist (1).  I have read this article many times and feel compelled to expound on the tenets of that article.  Much has been written, discussed and studied with regard to leadership.  My initial thought when I read this article was to hearken back to when I first read of the virtues that Benjamin Franklin alluded to in his autobiography (probably the genesis of the self-help books that are so common in the leadership genre). Franklin identified 13 virtues (temperance, silence, order, resolution, frugality, industry, sincerity, justice, moderation, cleanliness, tranquility, chastity, and humility) that have become staples in the quotable literature (9).  It was his practice to take a specified time period, keep a daily log, and consciously work on ways to improve in each of these areas he believed virtuous. Of course, we now realize that leadership is a dynamic state with interrelated characteristics that must be addressed on a frequent basis. Given that exercise physiologists are inclined to embrace what is revealed through peer-reviewed research, I set out to find if any congruities across the peer-reviewed literature existed that identified leadership traits.  Indeed, one of approaches to leadership that has been investigated since the early 1900s is trait leadership (10).  Even though the trait approach has several weaknesses, it has been suggested that this straightforward approach has some merit when defining leadership qualities.  Although the research has yet to determine which traits define a leader, there is some agreement from several studies that intelligence, self-confidence, determination, integrity, and sociability are essential (10).  Each one of these traits has particular implications for currently practicing exercise physiologists.  The purpose of this article is to discuss these peer-reviewed leadership traits and assess our organization and ourselves as they relate to our unique circumstances as members of the American Society of Exercise Physiologists (ASEP). Intelligence  “There is no method but to be very intelligent,” – T.S. Elliot  Webster defines intelligence as the, “capacity for reasoning, understanding, and for similar forms of mental activity; aptitude in grasping truths, facts, meanings” (14). Exercise physiologists must possess the foundational knowledge from recognized undergraduate and graduate curricula.  The ASEP organization has been proactive in recognizing colleges and universities that meet standards providing requisite class work that defines the exercise physiology body of knowledge (7).  In addition, the ASEP Board Certification assures the public that through written and practical assessment, competency can be demonstrated to meet the standards of our profession.  From this foundational knowledge, a deeper understanding of the scientific and theoretical concepts may lead us to understand that we may become critical thinkers by grasping not only the truths that we know, but by gleaning the greater meanings from these truths.   In view of the fact that we are living in the information age, where research uncovers new and better ways to apply these facts and truths, continuing education is vital to the leader’s professional development, knowledge, and intelligence.  Misguided people taking weekend or mail-in courses are calling themselves exercise physiologists.  How do we enlighten the public that we possess a higher level of competence, skill and professionalism than those who have not studied under stringent curriculum guidelines?  To assume leadership roles in our profession, it is necessary for us to be able to communicate intellectual knowledge at several levels.  Strong verbal and written communication helps set us apart from those who incorrectly refer to themselves as exercise physiologists.  We should use these skills to promote our profession, contribute to the literature (in peer-reviewed research, professional development and articles that target the lay audience) and educate the public as to what our profession is really all about. Self-confidence  “Have confidence in yourself, which is a valuable, if not indispensable tool,” – Abraham Lincoln  Leaders are people who influence.  In order to be an influential leader, confidence in knowledge, skills, and abilities is paramount.  Some exercise physiologists influence students, some influence patients and still others influence clients.  Regardless of the circle of influence, the self-assuredness and self-esteem that are the creed of confidence should be evident in the exercise physiologist’s actions.  To be accepted by other professionals, exercise physiologists must portray confidence among their professional colleagues and subordinates.  George Herbert proclaimed, “skill and confidence are an unconquered army.” Determination "The secret of success is constancy of purpose." -- Benjamin Disraeli  Exercise physiologists, as members of the healthcare community, are faced with many challenges.  Most consists of an array of governing bodies, the question and benefit of licensure, third-party reimbursement issues, as well as members of other professions touting themselves as “exercise professionals”.  The list can seem overwhelming.  We are at a crossroads in our profession.  Proactive stances by exercise physiologists on these and other issues should help delineate who we are and where we are going.  Leaders must have the courage to form a clear mission, or vision and have the zeal to carry out that vision regardless of the consequences (10).  ASEP has defined its mission as: 1. To be recognized as the leading professional organization of American   scholars and practitioners in the study and applications of exercise physiology to fitness, health promotion, rehabilitation, and sports training. 2. The Society is dedicated to unifying all exercise physiologists in the United States and worldwide to promote and support the study, practice, teaching, research, and development of the exercise physiology profession.  3. Through proactive and creative leadership, the Society empowers its members to serve the public good by making an academically sound difference in the application of exercise physiology and insights. Without vision it matters not where you go or which road you take.  As a professional, do you have a mission statement – that core set of values that define your professional credo?  Leaders know what they are about and what beliefs they hold true.  The ASEP’s vision is clear.  Individually, we must establish our own clear mission in harmony with ASEP.  Without it, our professional lives are unanticipated chances.  Once we have a vision, it gives rise to determination, will and tenacity to follow through with our dreams and expectations.  Integrity "No man can purchase his virtue too dear; for it is the only thing whose value must ever increase with the price it has cost us. Our integrity is never worth so much as when we have parted with our all to keep it. -- Charles C. Colton  The ethical practice of our profession boils down to issues of integrity (5).  We are responsible and accountable for what we do and for what we say we are (2).  In his landmark book, “The Seven Habits of Highly Successful People,” Steven Covey states that to be a leader, we must have congruity between our beliefs and our actions (6).  As an exercise physiologist, what do you believe is right for the profession?  Do your actions follow in the same manner of thinking?  Leading with integrity means that we stand for something both individually and collectively.  Martin Luther King, Jr. stated that, “if you don’t stand for something, you will fall for anything”.  In short, we individually if not collectively revisit the ASEP Code of Ethics and pledge to abide by our code. Sociability  “To be sane is, to a great extent, to be sociable,” – John Updike  It has been said that, “the single most important challenge is to communicate, to connect with other exercise physiologists, and to never be complacent” (1).  It is ironic that many of us have experienced leading individuals in various exercise groups or classes and intuitively know that the success of the group is dependent on the skills and attitude of the instructor (11).  M. D. Merry has succinctly stated that leadership is “the ability to transform vision into a force which successfully mobilizes people to achieve common goals derived from this vision” (12).  In Tommy Boone’s thought-provoking article, “Who Will Inspire Us” -- he expands on the idea that role models need to possess the communication skills necessary to convey the ASEP vision.  I submit that we must inspire ourselves and turn to each other for the means to acquire our vision both as individuals and collectively as an organization.  Exercise physiologists need to encourage each other in the spirit of cooperation.  They need to study and understand the compelling reasons why exercise physiologists should exist as an organized body of professionals and as a profession.  By using our creativity and energy in a synergistic fashion, we can create an indispensable professional organization recognized for its commitment to the elevation of exercise physiology as an emerging profession.  This cannot happen without exercise physiologists attending the national conference or writing for ASEP’s scientific and/or professionalization journals.  In short, it cannot happen without connecting. In conclusion, if we covet leadership in our profession, it should follow that training in Educational Leadership be taken as electives in the very programs that ASEP sanctions.  It is ironic that we acknowledge the effects of leadership style and behavior when applied to enjoyment of physical activity (8,11,13) and educating the public about health (7), but in our own profession it is often pointed out that leadership is our most needed commodity (1,3,4). In reality, if you are an exercise physiologist you are directly involved in the educational and leadership processes, whether in the lab, in the classroom, or in the field.  Hence, it would behoove us to add this important component to our tool bags in order to learn these leadership skills.  Our profession, our livelihood and our future depend on a new commitment and focus on leadership.  The above-discussed traits, while they do not completely define leadership, are certainly admirable and are an element of the progression and development of those of us devoted to the profession of exercise physiology. References 1. Boone, T. (2000).  Leadership in Exercise Physiology.  Journal of Exercise Physiology-Online. [Online]. Vol. 3(No. 1), 3 pages. Available: http://www.asep.org/asep/asep/jan22.html  2.  Boone, T. (2001).  Taking Responsibility for Professionalism.  Journal of Exercise Physiology-Online. [Online]. Vol. 4(No. 2), 5 pages. Available: http://www.asep.org/asep/asep/TakingRESPONSIBILITY.html  3.  Boone, T. (2000).  What Does it Take to Lead an Organization?  Journal of Exercise Physiology-Online. [Online]. Vol. 3(No. 12), 5 pages. Available: http://www.asep.org/asep/asep/LeadingAnOrganization.html  4.  Boone, T. (2001).  Who Will Inspire Us?  Journal of Exercise Physiology-Online. [Online]. Vol. 4(No. 7), 5 pages. Available: http://www.asep.org/asep/asep/InspireUs.html  5. Bradley-Popovich, G.E. (2000).  An Exercise in Ethics:  Case Analysis with Implications for the Exercise Physiologist.  Journal of Exercise Physiology-Online.  [Online]. Vol. 3(No. 6), 7 pages. Available: http://www.asep.org/asep/asep/ExerciseInEthics.html  6.   Covey, S. (1989).  The Seven Habits of Highly Effective People..   New York:  Simon & Schuster. 7. D’Onofrio, C.N. (1992).  Theory and the Empowerment of Health Education Practitioners.  Health Education Quarterly.  19(3): 385-403. 8.  Fox, L.D., Rejeski, W.J., Gauvin, L. (2000).  Effects of Leadership Style and Group Dynamics on Enjoyment of Physical Activity.  American Journal of Health Promotion.  14(5): 277-283. 9.   Franklin, B. (1793).  The Autobiography of Benjamin Franklin.  Easton Press. 10. Northhouse, P.G. (2001).  Leadership:  Theory and practice, 2nd Ed.  Thousand Oaks, CA:  Sage Publications, Inc. 11. Rinne, M., Toropainen, E. (1998).  How to Lead a Group – Practical Principals and Experiences of Conducting a Promotional Group in Health-Related Physical Activity.  Patient Education and Counseling.  33:S69-S76. 12. Sachdeva, A.K. (1996).  A Beleaguered Profession Yearning for Lincolns:  The need for visionary leadership in the health care profession.  Journal of Cancer Education. 11:187-191. 13. Shepherd, R.J. (1985).  Factors Influencing the Exercise Behavior of Patients.  Sports Medicine. 2:348-356. 14. Webster’s Encyclopedic Unabridged Dictionary of the English Language. (1989) New York: Portland House   Copyright ©1997-2007 American Society of Exercise Physiologists   All Rights Reserved.