A team fares well with a fair coach: Predictors of social loafing in interactive female sport teams

The power of coaches' emotions: A case study on how coaches' facial expressions impact performance of young female synchronized ice-skaters

OBJECTIVES

The present study aimed to investigate the impact of coaches' pleasant and unpleasant facial expressions on affects and team performance of young elite female synchronized ice-skaters.

METHODS

Initially, the coach provided a neutral explanation of the exercise, which was followed by the athletes' execution. The ice-skaters then received either pleasant or unpleasant feedback from the coach, completed two questionnaires, and performed the exercise again. The study involved two familiar and two unfamiliar coaches.

RESULTS

Coaches' pleasant expressions increased athletes' arousal/hedonic tone and positive affect, while coaches' unpleasant expressions heightened athletes' negative affect. Moreover, participants significantly performed better after receiving an unpleasant facial expression by the coach. Receiving pleasant/unpleasant feedback from a familiar or unfamiliar coach did not have a significant impact on team pre- and post-feedback performance.

CONCLUSIONS

The findings suggest that coaches' facial expressions impacted athletes' positive/negative affect, and that, under specific circumstances, receiving unpleasant feedback from the coach can improve team performance.

Identity leadership and cohesion in elite sport: The mediating role of intra-team communication

One perspective on leadership that has recently gained increased attention in sport is identity leadership; however, research on elite sport teams is still in its infancy. Thus, the main purpose of this research is to investigate identity leadership in elite team sports in relation to task cohesion, and subsequently to explore the mediating role of the intra-team communication dimensions of acceptance and distinctiveness. A cross-sectional design was employed and 441 elite athletes from division 1 and division 2 in handball and ice hockey participated in the present study. Structural equation modeling was used to assess relationships between identity leadership and task cohesion, and the mediating role of acceptance and distinctiveness. Results revealed that identity leadership positively predicted task cohesion, and that this relationship was mediated by intra-team communication acceptance. In conclusion, findings in the present study expand our understanding of performance-related benefits of identity leadership in elite sport.

Does Fair Coach Behavior Predict the Quality of Athlete Leadership Among Belgian Volleyball and Basketball Players: The Vital Role of Team Identification and Task Cohesion

A vast stream of empirical work has revealed that coach and athlete leadership are important determinants of sport teams’ functioning and performance. Although coaches have a direct impact on individual and team outcomes, they should also strive to stimulate athletes to take up leadership roles in a qualitative manner. Yet, the relation between coach leadership behavior and the extent of high-quality athlete leadership within teams remains underexposed. Based on organizational justice theory and the social identity approach, the present research tested whether perceived justice of the coach positively predicts the quality of athlete leadership. Furthermore, we examined the role of group dynamic processes (i.e., team identification and task cohesion) within this relation. Belgian volleyball (N = 161) and basketball players (N = 78) were asked to rate the justice of their coach, their team identification, the task cohesion, and the athlete leadership quality in the team. Structural equation modeling indicated that coaches’ perceived justice positively predicted the quality of athletes’ leadership, and that this relation was established through three intermediate steps (i.e., from team identification to task cohesion, to athlete leadership quality). These results suggest that fair coach behavior does not only bridge the gap between leadership and followership, it also has the potential to improve the quality of athletes’ leadership within sport teams. More specifically, findings suggest that coaches’ perceived justice cultivates a shared social identity characterized by high levels of players’ identification with their team, which in turn increased their perceptions of the team’s task cohesion. Finally, this increased task cohesion encouraged the athlete leaders to demonstrate high-quality leadership.

The Role of Perceived Justice on Satisfaction with the Coach: Gender Differences in a Longitudinal Study

The aim of this study was to determine the interaction between the factors of perceived justice with regard to players’ satisfaction with the coach’s behavior, and also to determine the evolution of these interactions across a season in elite male and female soccer. A longitudinal design was carried out, with three measurement points (i.e., at the beginning, in the middle, and at the end of a season). Participants were 439 professional soccer players (males = 227, females = 212), aged between 18 and 33 years (M = 23.81, SD = 4.53). Results showed gender differences in the factors that predict satisfaction with the coach. Women grant more importance to relational and motivational aspects. It was also confirmed that there are important variations across the season in both genders. These results can help to better understand which behaviors are more appropriate for coaches depending on gender and time of the season.

Can losing teams cope with destructive voice behaviour? The role of game results and athletes' perceived motivational climate

This study examined the relation between losing a game and players' destructive voice about the coach. As team performances would suffer when such behaviours are not managed properly, we tested the motivational climate as a potential mechanism by which coaches can manage these destructive behaviours. Twelve volleyball and basketball teams (N = 136) were weekly assessed during eight weeks using questionnaires. Players rated the extent to which their teammates expressed destructive voice about their coach. Each player's indegree centrality (i.e. the average score received from all teammates) functioned as measurement of his/her destructive voice about the coach. As hypothesized, losing a game increased players' expression of destructive voice about the coach. At both the within- and between-person level, perceived mastery (performance) climate negatively (positively) predicted players' destructive voice about the coach. When players perceived a more salient performance climate than usual after a loss, their increase in destructive voice about the coach was magnified. These results highlight the dynamics of players' destructive voice about the coach and how a single loss can start the utterance of such voice. A coach would be able to counter this process by increasing the focus on a mastery rather than a performance climate.

Do coaching style and game circumstances predict athletes' perceived justice of their coach? A longitudinal study in elite handball and volleyball teams

OBJECTIVE

The present longitudinal study is the first to examine game to game fluctuations of perceived justice of elite volleyball and handball coaches. More specifically, we studied whether coaching style (i.e., need support versus control), coach behaviors (decision justifications), player's status (i.e., starter or substitute), and game result (win/loss) predicted athletes' perceived justice and its fluctuations.

METHODS

A longitudinal questionnaire study was performed during 6 consecutive weeks among Belgian female volleyball (N = 57) and male handball players (N = 39). We administered a general questionnaire (i.e., need support/control) the first week, and game-specific questionnaires (i.e., justice, decision justifications, game circumstances) after six consecutive games. Because game-to-game measures (i.e., within-athlete) were nested into individuals (between-athletes) we conducted Hierarchical Linear Modeling to examine the hypotheses.

RESULTS

Multilevel analyses showed that 49% of the variance of perceived justice was situated at the within-athlete level. Furthermore, coaches' need support and the provision of decision justifications were positive predictors of athletes' perceived justice of the coach. More specific, the impact of justifications was less strong in a high need supportive environment and stronger in a high controlling environment. Finally, both the status of the player and the game result were negative predictors of athletes' perceived justice.

CONCLUSIONS

We can conclude that athletes' perceived justice of their coach shifts considerably from game-to-game. Furthermore, the coaching style and coaching behaviors can help to overcome the negative effects of specific game circumstances such as being a substitute or losing a game on athletes' perceived justice of the coach.

Coaching is teamwork! the role of need-supportive coaching and the motivational climate in stimulating proactivity in volleyball teams

Team sports settings are challenging, dynamic environments in which coaches often benefit from proactive players who take initiative in providing valuable suggestions and feedback. Based on self-determination theory and achievement goal theory, this study examined the mediating role of a mastery and performance motivational climate in the positive relation between coaches' psychological need-supportive behavior and team athletes' proactivity. The study sample consisted of 75 male and 105 female volleyball players (M_age =21.92, SD_age =4.92), whose level ranged from the highest national level in Belgium to the regional levels. They completed a questionnaire assessing coach need support, motivational climate and three primary types of proactivity (voice, taking charge, and upward communication). Multilevel structural equation modeling yielded a good fit for the hypothesized model. Consistent with our hypotheses, need support related positively to a mastery climate (β=0.74, P<.001), which, in turn, positively predicted proactivity (β=0.72, P<.001). Need-supportive coaching behavior negatively predicted a performance climate (β=-0.39, P<.001). Rejecting our hypothesis, a performance climate positively predicted proactivity, albeit to a smaller extent than a mastery climate (β=0.21, P<.001). These findings suggest that a need-supportive coaching style enables coaches to create a mastery climate. Such a climate seems to encourage athletes to be proactive, which enables teams to effectively tackle encountered challenges. The weaker but significant positive relation between a performance climate and proactivity will be discussed within the framework of social interdependence theory.