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تعد القيادة نشاطا غريزيا منذ بدء الخليقة، وظهرت مع الحضارات القديمة في صورة أنشطة إدارية مختلفة في الجماعات البشرية من أجل تحقيق أهداف هذه الجماعات، ومنها نرى أثاره الباقية حتى الآن مثل الأهرامات في مصر، التي تدل على وجود أنظمة إدارية ونشاط إداري كان يعمل على تنظيم الجماعات البشرية في الحضارات القديمة، حيث تعتبر القيادة من أهم العناصر المؤثرة على مسار الأزمات في المنظمات باعتبارها العقل المدبر فيها فهي القادرة على جعل المنظمات مستعدة وجاهزة لمواجهة الأزمات بكفاءة ويبرز دور النمط القيادي في إدارة الأزمة في مختلف مراحلها، إذ يعمل القائد قبل وقوع الأزمة على تحليل المخاطر المحتملة وتقدير الإمكانيات والموارد المتاحة وإعداد الخطط المتكاملة لمجابهة الأزمة والتغلب عليها، وتعد مرحلة حدوث الأزمة الاختبار الحقيقي للقائد وللخطط التي تم وضعها مسبقا فبقدر الجهد وحسن التخطيط الذي بذل من طرف القائد في مرحلة ما قبل الأزمة يتحدد نجاحه في إدارة الأزمة، ويتجلى دور القائد في مرحلة ما بعد الأزمة في محاولة علاج الآثار الناتجة عن تلك الأزمة وإعادة بناء المنظمة والعمل على تحقيق أهدافها وإعادة التوازن داخلها. وتكمن براعة القيادة في تصور إمكانية تحويل الأزمة وما تحمله من مخاطر إلى فرص لإطلاق القدرات الإبداعية التي تستثمر الأزمة كفرصة لإعادة صياغة الظروف وإيجاد الحلول الناجحة، ويتضح مما سبق أهمية دور الأنماط القيادية في معالجة الأزمات الإدارية في المؤسسات الإدارية بشكل عام وأيضا أهمية مديرية الشباب والرياضة ودورها في تطوير المجال الرياضي وتلبية حاجه المستفيدين، ومن خلال عمل الباحث في المجال الإداري لاحظ أن مديرية الشباب والرياضة بمحافظة سوهاج إحدى المؤسسات التي لها دور في المجالات الرياضية والاجتماعية والثقافية وغيرها من المجالات التي تلبي حاجة المجتمع من خلال العديد من الأنشطة التي تشرف عليها وقد تتعرض للكثير من الأزمات التي تؤثر على تحقيق الأهداف المرجوة منها مثل الأزمات البيئية، أو الأزمات السياسية، أو الاجتماعية، أو الإعلامية، أو الاقتصادية ومنها الأزمة المالية، ومن خلال المقابلات الشخصية التي أجراها الباحث مع المسئولين تبين له أنه لا توجد إدارة خاصة بالأزمات حيث تتعامل الإدارة مع الأزمات معتمدة في ذلك على خبرات الأفراد ممن لديهم أنماط قيادية مختلفة مما يؤثر على قراراتهم في الكشف المبكر عن الأزمة أو الاستعداد لها أو مواجهتها بالشكل الأمثل وأيضا القدرة على اتخاذ القرار باستعادة النشاط والتعلم من الخبرات السابقة لذلك فإن اختلاف النمط القيادي للمسئولين عن إدارة هذه الأزمات قد يؤثر سلبا أو إيجابا في علاج الأزمة مما دفع الباحث إلى التعرف على العلاقة بين الأنماط القيادية وإدارة الأزمات لدى بعض مسئولي مديرية الشباب والرياضة بمحافظة سوهاج. ويهدف البحث إلى التعرف على الأنماط القيادية وعلاقتها بإدارة الأزمات لدى بعض مسئولي مديرية الشباب والرياضة بمحافظة سوهاج من خلال الإجابة على التساؤلات التالية: ما واقع الأنماط القيادية السائدة لدى بعض مسئولي مديرية الشباب والرياضة؟ ما أساليب إدارة الأزمات بمديرية الشباب والرياضة؟ ما العلاقة بين أنماط القيادة وأبعاد إدارة الأزمات بمديرية الشباب والرياضة؟ وفي ضوء النتائج التي تم الحصول إليها ومعالجتها وعرضها وتفسيرها، وفي حدود المنهج المستخدم تمكن الباحث من التوصل إلى الاستنتاجات التالية: ما أنماط القيادة السائدة بالأندية الرياضية بجمهورية مصر العربية، ما أساليب أدارة الأزمات بالأندية الرياضية بجمهورية مصر العربية، ما العلاقة بين أنماط القيادة وأبعاد إدارة الأزمات بالأندية الرياضية بجمهورية مصر العربية، وفي ضوء أهداف البحث وما تم التوصل إليه من نتائج واستنتاجات، يوصى الباحث بما يلي: تطبيق الخطة المقترحة بإنشاء إدارة للأزمات بالأندية الرياضية.
Introduction and research problem: Leadership is an instinctive activity since the creation of the creation, and it appeared with ancient civilizations in the form of various administrative activities in human groups in order to achieve the goals of these groups, and among them we see its remaining effects so far, such as the pyramids in Egypt, which indicate the existence of administrative systems and administrative activity that was working to organize Human groups in ancient civilizations. Where leadership is one of the most important elements affecting the course of crises in organizations as the mastermind in them, they are able to make organizations ready and ready to face crises efficiently and the role of the leadership style in managing the crisis is highlighted in its various stages, as the leader works before the crisis occurs to analyze potential risks and estimate potentials and resources The available stage and the preparation of integrated plans to confront and overcome the crisis, and the stage of the crisis is the real test for the leader and the plans that were developed in advance, according to the effort and good planning that was made by the leader in the pre-crisis stage, his success in managing the crisis is determined by his success in the post-crisis stage. Trying to remedy the effects of that crisis, rebuild the organization, work to achieve its goals, and restore balance within it. The leadership prowess lies in visualizing the possibility of transforming the crisis and the risks it carries into opportunities to unleash the creative capabilities that invest the crisis as an opportunity to reformulate the conditions and find successful solutions. It is clear from the foregoing the importance of the role of leadership patterns in dealing with administrative crises in administrative institutions in general and also the importance of the Youth and Sports Directorate and its role in developing the sports field and meeting the needs of beneficiaries, and through the work of the researcher in the administrative field, note that the Youth and Sports Directorate in Sohag Governorate is one of the institutions that have a role in Sports, social, cultural and other fields that meet the community’s need through many activities that it supervises and may be exposed to many crises that affect the achievement of the desired goals such as environmental crises, or political, social, media, or economic crises, including the financial crisis Through personal interviews conducted by the researcher with the officials, he found that there is no crisis management as the department deals with crises, relying on that on the experiences of individuals who have different leadership styles, which affects their decisions in early detection of the crisis, preparing for it or facing it in an optimal way. And also the ability to make a decision to restore the activity and learn from previous experiences. Therefore, the different leadership style varies N on the management of these crises may affect negatively or positively in the treatment of the crisis, which prompted the researcher to identify the relationship between leadership patterns and crisis management among some officials of the Youth and Sports Directorate in Sohag Governorate Research objective: Identify leadership styles and their relationship to crisis management among some officials of the Youth and Sports Directorate in Sohag Governorate by answering the following questions: Research questions: What is the reality of the leadership patterns prevailing among some officials of the Youth and Sports Directorate? What are the methods of crisis management in the Directorate of Youth and Sports? What is the relationship between leadership styles and the dimensions of crisis management in the Youth and Sports Directorate? Search procedures: A- Research method The descriptive approach (survey studies) was used to suit the nature of the research. B- The research population and sample The research community is represented by some officials of the Directorate of Youth and Sports where the research sample was chosen in a random stratified way, and their number reached (273), and the following table clarifies the description and sample of the research community. Data collection tools: The researcher used to collect the research data with the following tools: Questionnaire: In order for the researcher to achieve the aim of the research, he prepared data collection tools with the following steps: Preparing (2) questionnaires, they are: The first questionnaire: It aims to identify the prevailing leadership styles in among some officials of the Youth and Sports Directorate. The second questionnaire: It aims to identify methods of crisis management in among the Youth and Sports Directorate Conclusions, recommendations and future studies: First: Conclusions: In light of the results obtained, processed, presented and interpreted, and within the limits of the curriculum. The user enables the researcher to reach the following conclusions: A- First question: The researcher concluded through the results of the first questioning the following: Democratic Style: workers’ councils express their opinions and participate in the development and preparation of various plans. The Manager encourages innovation and creativity in work methods. The Manager gives the opportunity to subordinates to rely on their abilities to solve work problems. The Manager believes that participation is the basis for making the right decision. Messy Style: The Manager allows members the freedom to conduct their business and determine their responsibilities. The Manager hesitates to take his decisions. The Manager is not interested in identifying workers' inclinations and attitudes toward work. Dictatorial style: The Manager executes instructions, concentrates authority in his hand, is unique in taking decisions and is the authority's spokesperson. The Manager considers dialogue and exchanging views a waste of time. The President stresses that the work should proceed according to instructions. B- The second question: The researcher concluded through the results of the second questioning the following: • Early warning signals detection hub: The club's internal body is regularly surveyed to identify the indicators of the crisis. The lack of a department for each club to monitor indicators of crises. Axis of Preparedness and Prevention: There are not enough material and human capabilities when needed. There are no adequate programs and plans for crisis management within clubs. Containment of damages: The tasks and powers are defined and distributed upon the feeling of crisis. An operating room equipped for crisis management is being prepared. • Learning axis. The club administration does not evaluate previous plans and crisis management programs. Benefiting from crisis treatment methods and training in them. Extensive study of the problems and training in them to benefit from them in future problems. C- The third question: The researcher concluded through the results of the third question: There is a positive (positive) correlation between most leadership styles and management dimension Sports crises in the Arab Republic of Egypt, according to the responses of the research sample. There is a negative (negative) correlation between static pattern and each of (detection of early warning signs - containment of harm - learning). Second: Recommendations: In light of the research objectives and the results and conclusions reached, the researcher recommends the following: Implementing the proposed plan to establish a crisis management for Youth and Sports Directorate.
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