12.1: Sport Psychology Flashcards

1
Q

Achievement motivation:

A
  • the tendency to approach or avoid competitive situations.
  • summed up as the drive to succeed minus the fear of failure
  • achievement motivation looks at how much desire a player has to keep on trying to succeed.
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2
Q

Atkinson (1964)

A
  • Atkinson identified two personality types.
  • the first is demonstrated by those who keep trying, even when things are though. Types of people who approach competition with enthusiasm e.g. a football player volunteering to take a penalty.
  • such personalities are said to display approach behaviour
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3
Q

What are the two types?

A
  • NACH: The need to achieve; approach behaviour. The player welcomes competition.
  • NAF: the need to avoid failure; avoidance behaviour. The player avoids risks.
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4
Q

What are the characteristics of NACH?

A
  • they welcome competition - playing someone better. Leads to pride and satisfaction.
  • they take risks
  • they are very confident - belief in their ability.
  • they are task persistent
  • they attribute success internally
  • they welcome feedback and evaluation. Look at statistics
  • they base their actions on trying to seek pride and satisfaction from their performance.
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5
Q

What are the characteristics of NAF?

A
  • they seek safe and secure options - playing for a draw towards the end of the match.
  • NAFS will give up easily, they will not have a second to. They don’t like to damage their self-esteem by losing.
  • they do not like feedback or evaluation. Will avoid looking at the stats sheets.
  • they tend to take the easy options - picking their games/players to play against.
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6
Q

NACH and NAF graph:

A
  • see notes
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7
Q

What determines the NACH or NAF approach?

A
  • the level of achievement motivation depends on the interaction of personalised and a situation. They need to achieve or the need to avoid failure are situation specific.
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8
Q

Ways to develop the need to achieve (NAF)?

A
  • reinforcement: praise and rewards would promote task persistence.
  • attribute success internally - effort or technique.
  • allow success - especially in the early stages
  • improve confidence
  • goal setting: coaches and players should set goals that are achievable with an amount of effort meaning there is satisfaction to be gained. Not just outcome goals.
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9
Q

What is achievement goal theory?

A
  • this theory suggests that motivation and task persistence depends on the type of goals set by the performer and how they measure success.
  • goals can be outcome focused: doesn’t matter how the result is achieved, then you will feel pride and satisfaction.
  • if the performer fails to get the results, then confidence can be lowered.
  • if a task relayed goal is more focused with the process of success, which is measured against the performers own standards so that success can be achieved, regardless of results thus confidence is maintained.
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10
Q

Confidence in sport definition:

A
  • a belief in the ability to master the task.
  • those with confidence are more likely to show approach behaviour, they tend to try harder and take risks.
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11
Q

What is trait confidence?

A
  • a belief in the ability to do well in a range of sports.
  • a consistent level of confidence shown in most situations. Player is happy to take part and anxiety is low.
  • trait sport confidence is concerned with how an athlete rates their ability to perform across a wide range of sports.
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12
Q

What is state confidence?

A
  • a belief in the ability to master a specific sporting moment.
  • this type of confidence may be temporary and can vary depending on the interaction of the influence of experience and personality.
  • state sports confidence is concerned with how a performer rates their ability to perform at a particular moment.
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13
Q

Competitive orientation definition:

A
  • the degree to which a performer is drawn to challenging situations.
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14
Q

Objective sporting situations definition:

A
  • the performer takes into account the situation in which the task is being undertaken.
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15
Q

The Vealey model of sports confidence:

A
  • Vealey looked at the influence of trait confidence, the situation and the competitive orientation of the performer.
  • Vealey suggested that confidence gained in more than one area of sport could be used to improve confidence in a different sporting activity.
  • Vealey uses the idea of trait confidence and the idea of state confidence. It was suggested that these two influences combine to produce a level of confidence in an objective sporting situation.
  • if it is a skill that has been used successfully in the past, then both trait and state confidence would be high. The objective situation also looks at the conditions that the skill was performed in.
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16
Q

What is the subjective outcome?

A
  • the judgement of an athlete and if this judgement is good then trait confidence and competitive orientation increase.
  • if the subjective outcome is bad, then both trait confidence and competitive orientation decrease.
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17
Q

Vealey’s diagram:

A
  • see notes
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18
Q

Self-efficacy definition:

A
  • a belief in the ability to master a specific sporting situation.
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19
Q

Bandura’s four influences:

A
  • Bandura suggested that a coach could use the four influences to improve player performance and confidence:
    1) performance accomplishment
    2) vicarious experience
    3) verbal persuasion
    4) emotional arousal
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20
Q

What is performance accomplishment?

A
  • what you have achieved?
  • PBs, training performances, last match vs your rival
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21
Q

What is vicarious experience?

A
  • seeing others do the task and being unsuccessful
  • the people being watched doing the task can be referred to as a model and the effect of seeing others doing the task wall is even better if those models are perceived to have similar ability to the performer, e.g. high jump.
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22
Q

What is verbal persuasion?

A
  • encouragement from others
  • power of reinforcement and encouragement. Praise from others such as coaches, peers or spectators gives a player a real incentive and confidence to repeat the successful attempt.
  • enhanced if it is received from someone held in high esteem, a role model, a family, coach, significant other.
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23
Q

What is emotional arousal?

A
  • a perception of the effects of anxiety on performance
  • keeping calm and maintaining control and game strategy are essential to a good performance. Teams and players that deal with arousal better get the best results.
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24
Q

Ways to improve confidence?

A
  • control arousal with relaxation or stress management techniques such as visualisation. Correlation between the lower the anxiety, the higher the confidence.
  • point out past successful performers
  • accurate demos
  • support and encouragement
  • slow success during training
  • attribute success internally
  • mental rehearsal
  • set attainable goals - not always about winning
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25
Q

What is home field advantage?

A
  • a balance between confidence and anxiety
  • often the team playing at home wins the game because the home audience support increases player’s motivation and confidence - COVID
  • not having to travel and the familiarity of the home environment can mean more games are won at home than when playing away.
  • the home audience can cause ‘functional assertive behaviour’ in the home team; causing them to to have more drive, more assertion and the correct choice of response - social facilitation could occur.
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26
Q

What are the disadvantages of home field advantage - away team?

A
  • the home crowd can have a negative effect on the away team caused increasing anxiety with hostile chanting.
  • this can lead to a less effective performance; the away team sometimes commit more fouls due to anxiety and could suffer from social inhibition.
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27
Q

What are the disadvantages of home field advantage - home team:

A
  • the home team can negatively effect the home team - choking in big games with the increased pressure of the game causing the catastrophe effect when the player suffers a dramatic reduction in performance.
  • the more important the game, the less likely the home team is to win it.
  • the effect of the home field advantage is increased in stadiums where the crowd are close to the pitch. In large stadiums the crowd may be far away and the help of the home support is ineffective.
  • the bigger and more supportive the crowd, the better the effect is for the home team; the more hostile the crowd is to the away team, the more negative the effect is for them.
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28
Q

Leadership definition:

A
  • someone who has influence in helping others to achieve their goals.
  • the leader plays a role in maintaining effort and motivation by inspiring the team and setting targets.
29
Q

What are the two types of leadership?

A
  • prescribed leader: appointed from outside the group, e.g. Sir Alex Ferguson
  • emergent leader: appointed from within the group, e.g. interim
30
Q

What are leader qualities?

A
  • charisma: demeanour and presence which makes others listen and follow.
  • communication: get the message across
  • interpersonal skills: interact with other members of the team and those outside the group.
  • empathy: the leader needs to be able to listen to others and take their views into account.
  • experience: wealth of knowledge
  • inspirational: leaders need to encourage others and keeping them trying to r en when things are tough.
  • confidence: can spread to the players.
  • organisational skills: a good leader would plan and prepare for training, linking to the demands of the team.
31
Q

What are the different styles of leadership?

A
  • ## autocratic and task-orientated style
32
Q

What is the autocratic approach?

A
  • leader makes the decision
  • leader makes all the decisions and dictates instructions to the group.
  • in the task orientated style, the concern of the leader is to get results and reach targets.
  • an autocratic approach could be used by a coach who has made specific plan to win a game, tells the players of the plan and makes them follow it with the expectation of a win.
  • the coach could stay with the group as with this style, the group tend to switch off ic the coach is not there.
33
Q

What is the democratic and person orientated approach?

A
  • the decisions are made by group consultation
  • the coach adopts a more systematic approach to leadership and seeks the opinion of the group before making decisions
  • the coach may use the quality of empathy to listen to the senior players after watching some video footage of the next opposition and then making a plan involving those players in the expectation of a win.
  • in this style, the group usually continue to work when the coach is present.
34
Q

What is the laissez-faire approach?

A
  • the leader does very little and leaves the group to it
  • senior players will lead from what the manager wants
  • the group need to be experienced
  • less motivated players will stop working if they’re left alone
  • it is up to the leader to choose the right leadership style
  • need to take into account considerations of the situation, the group and the leader themselves, needs of the group, experience.
35
Q

Person orientated leadership definition:

A
  • concerned with inter-personal relationships.
36
Q

Task-orientated leadership definition:

A
  • concerned with getting results
37
Q

What is Fiedler’s contingency model of leadership?

A
  • Fiedler suggested that the autocratic or task-orientated style of leadership should be used in two opposite situations - when everything is good (most favourable) and when everything is bad (least favourable)
    -in the middle ground, when the situation is between good and bad, it is called moderately favourable situation and suggested a person orientated style is best used.
38
Q

When is a most favourable condition:

A
  • the leader has respect
  • there is good support within the group
  • the group is of high ability
  • high levels of motivation
  • task is clear to the team
  • harmony between leader and group
39
Q

When is a least favourable condition:

A
  • there may be hostility between the group members
  • there is little respect for the leader
  • the group has low ability
  • the group members do not support each other
  • motivation is low
  • the task is unclear
  • the leader is weak
40
Q

When is a moderately favourable condition?

A
  • there is a need or preference for consultation within the group
  • motivation is moderate
  • there is limited support
  • the group has reasonable ability
41
Q

What is Chelladura’s multi dimensional model of leadership?

A
  • he believed that the leader must use an interactive approach to balance aspects of the situation and the leader and the group.
  • e.g. the importance of a situation would include the type of task being performed - individual sports vs team sports, a complex task may need more time to explain the task, time available (off-season, peak season), size or the group, danger, ability, age.
  • with a group of females, the use of empathy and consultation may be the best choice while men may prefer a more autocratic approach.
42
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43
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44
Q

Actual behaviour definition:

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45
Q

Preferred behaviour definition:

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46
Q

Diagram:

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47
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Example:

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48
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Explanation:

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51
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….

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52
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56
Q

Stress definition:

A
  • a negative response of the body to a threat causing anxiety.
  • managing and controlling stress is key to top class performance
57
Q

Eustress definition:

A
  • a positive response of the body to a threat
  • extreme sports will seek this out by pushing themselves to more difficult challenges
  • ## the experience if eustress can happen when a response to a threat of a difficult situation is overcome and the feeling of success gives future confidence and motivation
58
Q

What are stressors?

A
  • the cause of stress in anxiety
    e.g.
  • injury
  • important matches
  • important reward such as prize money
  • fear of failure - pressure from significant other/coach/own expectations
59
Q

What is cognitive stress?

A
  • brings negative thoughts and feelings
  • includes irrational thinking
  • inability to cope with the demands of the environment
  • AO2: taking the eye of the ball when volleying
60
Q

What are cognitive stress management strategies?

A
  • thought stopping
  • positive self-talk
  • imagery
  • visualisation
  • mental rehearsal
  • attentional control and cue utilisation
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63
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65
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69
Q

Somatic stress management strategies:

A
  • biofeedback
  • progressive muscle relaxation
  • centring