Empowering Strategic Leadership Within the Field of Exercise Physiology
Jennifer Anglin
Department of Exercise Physiology
The College of St. Scholastica
Duluth, MN 55811


THE DEVELOPMENT and forthcoming of leadership within exercise physiology is complex.  Exercise Physiology is currently involved with multiple professional organizations with different objectives, missions, and core values.  This article is intended to advise and educate those involved in the field of exercise physiology on the importance of strategic leadership within a profession.  I will define leadership from various perspectives, share an overview of various leadership models, and share why leadership is important in professional development.  Do not be misconstrued; leaders of exercise physiology do not only consist of the presidents of professional organizations, board of directors, CEOs of health care companies, and managers of cardiac rehabilitation.  This article will demonstrate that everyone has the potential to be a leader.  Leaders cannot be leaders though, until they step up and put forth a valiant effort.

Why is leadership needed in exercise physiology?  The field of exercise physiology is currently being pursued by multiple professional organizations, which have different agendas.  As a student in a Department of Exercise Physiology, I am fascinated about the role of leadership.  I am aware of the possible transformations within the multiple organizations, which may affect the future employment trends of exercise physiology.  It will be imperative in the future that the leaders of these professional organizations compromise or collaborate on an overall exercise physiology practice and/or definition.  I chose to attend The College of St. Scholastica because I want to get an official academic degree in Exercise Physiology.  I also feel that the board certification offered by the ASEP organization, which is given at St. Scholastica every May, will help employers recognize the importance of the education and skills the board certified students have mastered. 

First, what is leadership?  My definition of leadership is the ability to orientate and help other individuals find success and guidance.  Leaders are:

• motivational
• knowledgeable and are educated
• altruistic
• able to build long term goals and provide structure
• creative
• determined
• empowering
• disciplinarian
• understanding and not afraid of failure
• experienced

It is also imperative that all leaders set an example by developing protocols, mission statements, and carry out the duties while enforcing ethical standards.  Leadership of a professional organization is held responsible for the welfare of its common good and intention for, which it was created.  Leaders are also involved in the role of budgetary and financial concerns. 

According to an article published by Nursing Standard it stated [1], “Another trait that sets leaders apart…they must be able to recognize their weaknesses and to build on their strengths to overcome them to look to what they can do rather than what they can’t.”   The ability of a leader to stand apart from the counterpart organizations is to be confident in his/her success, but never under-mind the amount of power or clout an organization may hold.  This kind of mind-set/mental state could destroy the leadership base from which the organization was created from the base upward.

Leadership amongst the profession of exercise physiology is needed for the continuing development of the profession.  Leadership can not only happen within professional organizations of exercise physiology.  Exercise physiology leadership needs to take a more defined look starting with the individual.  The impact that one person can make can have significant outcomes in the field of exercise physiology.  According to article published by Melum [2], entitled "Developing High-Performance Leaders," the author clarified the importance of leadership, which starts with the individual.  Mellum stated in the article,  "The Center for Creative Leadership has begun to identify capacities that are developable, for example:

• Self-awareness
• Self-confidence
• Ability to take a broad, systemic view
• Ability to work effectively in social systems
• Ability to learn from experience
  

The performance of the individual leader is hard to measure, but the involvement, dedication, strategic planning one does can benefit those who proceed to further develop the profession in the future.  There is also great satisfaction and gratification of being involved in the building and creation of a permanent foundation in the area of exercise physiology.

As an individual involved in the development of leadership, one can also be subjected to other organizational problems.  It is imperative to use our best judgment to not make irrational decisions on behalf of other fellow exercise physiologists for one's self benefit.  Melum [2] also included in her article “guidelines for personal mastery” developed by Kevin Cashman.  They included:

• Take total responsibility:  No one else can validate your value…Leaders can effectively validate and support others only if they have validated themselves first. 
  
• Practice personal mastery with others:  Risk sharing your genuine thoughts and feeling with others. 
  
• Bring beliefs to conscious awareness:  Clarify conscious beliefs and uncover shadow beliefs.  Practice reinforcing the ones that open up possibilities and setting aside the ones that limit you.  As you believe, so shall you lead. 
  
• Develop awareness of character and persona:  Commit to being guided by the qualities of character. 
  
• Listen to feedback: Sometimes other people hold keys to unlocking self-knowledge…Leaders grow proportionally to their openness to input. 
  
• Consider finding a coaching process: Seek objective coaching support to accelerate your growth as a leader. 
  
• Be flexible:  Over developed strengths may work against you as things change.  Be prepared to take a fresh approach. 
  

Leadership has been classified and defined by various organizations throughout the years here in the United States and worldwide. There are various models of leadership.  Therefore, I have chosen three styles that I feel are best suited for the field of exercise physiology.  The leadership models which will be examined are:
(1) The Five Factor Model of Personality, which was developed by Tupes and Christal in 1961; (2) Situational Leadership; and (3) Transformational /Transactional Leadership.   The importance of each model will better serve the individual concerned with portraying their actual leadership type by distinguishing the roles served as a potential future leader in the world of exercise physiology.

The Five Factor Model of Personality
The first model of importance for the review is The Five Factor Model of Personality it is defined by Timothy Judge and Joyce Bono [3] as, The Big Five traits are broad personality constructs that are manifested in more specific traits. 

• Factor 1.  Extraversion - represents the tendency to be outgoing, assertive, active, and excitement seeking. 
  
• Factor 2.  Agreeableness - consists of tendencies to be kind, gentle, trusting, trustworthy, and warm.
  
• Factor 3.  Conscientiousness - is indicated by two major facets: achievement and dependability…job performance. 
  
• Factor 4.  Emotional Adjustment - is often labeled by its opposite, Neuroticism, which is the tendency to be anxious, fearful, depressed, and moody. 
  
• Factor 5.  Openness to Experiences (Intellectance) - represents the tendency to be creative, imaginative perceptive, and thoughtful.  
  

The Five Factor Model of Personality represents functional leadership.  The model offers again another way of defining leadership.  The factors that were presented in the above quote provided a basic strategic structure to our stereotypically defined leadership.  The only factor that I find controversial is factor number four labeled “neuroticism.”  Is it essential that a leader experience fear and depression in order to be productive leader.  These may be emotions that may suffice in a time of personal growing and building up an organization. 

Situational Leadership
The next model is Situational Leadership by Meyer [4].  In the Journal of Athletic Training it provides an excellent definition which states, "To be effective using the Situational Leadership model,…you must have the flexibility and range of leadership skills to vary their leadership style."  The Situational Leadership model includes four leadership styles that are appropriate for…use with different observed behaviors identified in students:

• Telling-appropriate when the followers are new or inexperienced and need direction and guidance to complete a specific task.
• Selling-allows the leader to provide moderate to high direction to the student/worker and lead by example.
• Participating-moves the student/worker toward greater independence for autonomous performance, and
  
• Delegating-used when followers are willing and able to take responsibility for directing their own behaviors. 
  

Situational Leadership is best used in healthcare and/or clinical setting, such as cardiac rehabilitation where you are working around various people with different ideologies and skill levels.  The four styles in Situational Leadership build on each other (1) being the beginning and (4) achieving the status of individuality and leadership.  The situational leader can capitalize on being a good leader [4] by his/her ability to, “recognize current behaviors of people and motivate, facilitate and encourage them to reach their highest levels of performance and potential.”  

Transformational and Transactional Leadership
Transformational and Transactional Leadership was created 1978 by Burns.  In an article entitled, "Transactional and Transformational Leadership in Nursing: Structural Validity and Substantive Relationships," the following definitions were given with respect to the three dimensions of Transformational leadership:

• Charisma - defined as the extent of faith and credibility generated by the leader.
• Individualized consideration - conceived of as the individual support and attention provided to followers in the pursuit of challenging goals.
• Intellectual stimulation - viewed as the degree to which the leader favors new ways of doing and thinking.
  

Transactional dimensions comprise the following:

• Contingent reward - indicating that followers are rewarded in return for the accomplishment of relevant objectives.
• Management-by-exception - whereby the leaders leaves his/her subordinates to do their job as long as performance goals are reached.  Vandenberghe, Stordeur, D’hoore [5].
  

Leadership differences between Transformational and Transactional were set apart in one article [that stated, “Transformation leaders, who obtain support by inspiring followers to identify with a vision that reaches beyond their own immediate self-interests, transactional leaders obtain cooperation by establishing exchanges with followers and then monitoring the exchange relationship.” Judge and Bono [3].   This form of leadership is empowering to individuals who are being lead.  They are provided with the opportunity to grow, try new things, and expand based on pre-existing goals of the company and/or health care facility.  Transformational and Transactional Leadership also stimulates ones intellectual background to bring forth new ideas.  This form of leadership is also rewarding to those (students, workers, etc.) who are willing to step forward and act as a representative of the leader by proving that they are able to motivate others and obtain the goals set forth. 

In consideration of professional organization involvement Transformational / Transactional Leadership is remarkably challenging to everyday closed-mind thinking.  According to an article [6], Transformational Leadership: A Strategy for Organizational Change it stated, “Attention through vision was accomplished by involving the entire community health care staff in changing the organization culture from a traditional “power over” to a “power with” approach.”   This form of leadership is not in competition or trying to be the superior organization, but is looking to collaborate and work together to provide astounding opportunities within.  When applying this leadership mentality to exercise physiology one can see the numerous possibilities for the development and longevity of the field. 

Again, why is leadership important in professional organization development within in exercise physiology?  Without outstanding leadership people are erroneous and are easily influenced by perceptions of what is stereotypically acceptable.  Why accept or incline yourself to be part of an organization you may not be in agreement with because of poor leadership decisions made within your institution or place of employment.  Do not be afraid to question why the leaders?  Also, do are be afraid not to be part of an organization that the leadership is questionable (especially the leaders are not supporting the professional development of exercise physiology). 

It is your responsibility to yourself and to others in the field to not look at the benefits, but to further explore other means necessary to encourage the development and success of ensuring the stability and longevity of the exercise physiology profession.  According to an article[7] entitled "Trust Your Inner Voice" by Boone, it stated, "There is a significant trait that defines exercise physiologists from other healthcare professionals. It is their “inner voice.”   The emergence of a way of thinking that has created a revolutionary change from previous thinking in the field. It has signaled a major transformation of exercise physiology into a “Society” of exercise physiologists. Today’s exercise physiologists no longer depend on other organizations for leadership. Instead, they depend on their knowledge, on their vision, and on their right and responsibility to lead and manage the emerging profession."  It is important to remember…you are your own person, a knowledgeable, skilled, and well educated exercise physiologist.  Be a leader.  Demonstrate your willingness to support the organization that you can best represent as a leader.  It is also necessary to pursue the role of a leader to ensure that you are part of the professionalization process. 


References

1. Unknown Author.  (Dec. 1995).  The Great Quest for Leadership.  Nursing Standard, 10 (12-14), 49-52.
2. Melum, M.  (2002).  Developing High-Performance Leaders.  Quality Management in Health Care, 11 (1), 55-68.
3. Judge, T., Bono, J.  (2000).  Five-Factor Model of Personality and Transformational Leadership.  Journal of Applied Psychology, 85, (5), 751-765.
4. Meyer, L.  (Dec. 2002).  Athletic Training Clinical Instructors as Situational Leaders.  Journal of Athletic Training, 37 (4), 261-265.
5. Vandenberghe, C., Stordeur, S., & D’hoore, W., (2002).  Transactional and Transformational Leadership in Nursing; Structural Validity and Substantive Relationships.  European Journal of Psychological Assessment, 18 (1), 16-29.
6. Cameron, G.  (Oct. 1998).  Transformational Leadership: A strategy for Organization Change. Journal of Nursing Administration, 28 (10).
7. Boone, T.  (June 2002).  Trust Your Inner Voice [electronic version].  Professionalization of Exercise Physiology online, 5 (6).