Final Exam Flashcards
event based coding system
8 reactive behaviours
- occur in response
4 spontaneous behaviours
- unprovoked
Phases of past research
Phase 1: the “what” of coaching
- meditational model of leadership
- coach behaviour assessment system
Phase 2: the “how” of coaching
- coach effectiveness, mastery approach, decision making, autonomy supportive, leadership
reactive behaviours
- positive reinforcement or reward
- non-reinforcement
- mistake-contingent encouragement
- mistake-contingent technical instruction
- punishment
- punitive TIM
- ignoring mistakes
- keeping control
positive reinforcement or reward (R)
positive reaction by coach to desirable player performance
non-reinforcement (NR)
failure to reinforce a positive behaviour
mistake-contingent encouragement (EM)
encouragement following a players mistake
mistake contingent technical instruction (TIM)
telling or showing player how to make a play correctly following a mistake
punishment (P)
negative response following an undesirable behaviour
punitive TIM (TIM+P)
situations when TIM and P ocue in same communication, or when TIM is given in hostile manner
ignoring mistakes (IM)
lack of response to a mistake
keeping control (KC)
responses designed to maintain order
spontaneous behaviours
- general technical instruction
- general encouragement
- organization
- general communication
general technical instruction (TIG)
instruction designed to foster learning or strategies
general encouragement (EG)
encouragement that does not immediately follow a mistake, and is not in response to specific player actions
organization (O)
administrative organization
general communication (GC)
communication unrelated to the sport activity
Mastery Approach to Coaching
increases mastery climate
- emphasizes coaching intervention in positive ways
benefits of children playing for trained coaches
- significant increases in self-esteem
- decreases in anxiety levels
- more enjoyable sporting experiences
- more likelihood of returning to team following season
three peripheral components influences coach’s mental model
- coach’s personal characteristics
- athletes personal characteristics
- contextual factors
coach’s personal characteristics
coaches philosophy, perceptions, beliefs, or personal characteristics
athlete’s personal characteristics
athlete’s stage of learning, personal abilities, and characteristics
contextual factors
factors that need consideration in the organization, training, and competition components
interpersonal factors of coaching effectiveness
- confidence
- competence
- connection
- character
professional coaching knowledge
coaches’ sport specific knowledge and behaviors
the 3+1 C’s model of coach-athlete relationships
- closeness
- commitment
- complementarity
- co-orientation
reflection-in-action
occurs in the midst of an activity
reflection-on-action
occurs within action-present, but not in midst of an activity
- between games
retrospective reflection-on-action
occurs outside of action-present (post-season)
athlete outcomes
- competence
- confidence
- connection
- character/caring
competence
positive view of one’s actions in sport
confidence
internal sense of overall positive self-worth in sport
connection
positive bonds with coaches, parents, and other athletes
character/caring
respect for rules, integrity, empathy for teammates and opponents
focuses of coaching and competence
- provide supportive feedback
- minimize the use of punishment
- provide sport specific instruction
- promote autonomy supportive behaviours and interactions
coaching association of canada
- governs coaching education and development
- mission is to provide the foundation of skills, knowledge, and attitudes to ensure coaching leadership for Canadian athletes
- first nationally adopted coach education program worldwide (1970)
universities that offer specialized training in coach education
- university of victoria
- university of laval
coach education in australia
national coaching accreditation scheme
coach education in the united kingsom
UK coaching framework
coach education in the united states
- doesn’t have a government-based national coaching
- american sport education is most widely used (ASEP)
coaching efficacy
the extent to which coaches believe they have the capacity to affect the learning and performance of their athletes
sources of coaching efficacy
- coaching experience and preperation
- prior success
- perceived skill of athletes
- school/community support
dimensions of coaching efficacy
- game strategy
- motivation
- technique
- character building
outcomes of coaching efficacy
- coaching behaviour
- player/team satisfaction
- player/team performance
- player/team confidence
leadership
the behavioural processes through which one person influences another person or group, toward attaining a specific set of objectives or goals
relationship between personality and leadership
- early research suggested leadership as a component of personality
- further research failed to prove this link
- overall, weak evidence linking personality and leadership
personality traits associated with leadership
- higher extraversion
- conscientiousness
- openness to experience
- lower neuroticism
situational influence of leadership
most used framework for understanding leadership in sport
five leadership behaviours/dimentions of situational influence
- training and instruction
- positive feedback
- social support
- autocratic
- democratic
what affects athletes satisfaction (situational influence)
- training and instruction
- positive feedback
- social support
limitations for leadership scale for sport
- restricted range of operationalized behaviours (same meaning for everyone)
- omits salient behaviours that contribute to enhanced performance (excludes important behaviours)
toxic leadership
- negative attitudes or feelings towards athletes
Involves behaviours: - expressing anger and hostility
- modelling anti-social behaviours
Laissez-Faire
- a “hands-off” approach
Involves behaviours: - avoiding responsibilities and decision-making
neutral leadership
- going through the motions (not leader but not avoiding leadership)
Involves behaviours: - vague cues
- passive instruction, organization, feedback
transactional leadership
- reinforces standards and expectations through rewards or punishments
transactional behaviours
- discussing rewards and punishments
- monitoring or reacting to errors
transformational leadership
- leaders developing followers into leaders
- changes how athletes feel about their tasks, themselves, their relationships, and their environment
***CAN BE DEVELOPED
transformational behaviours
small, everyday behaviours contributing to transformational change
elements of transformational leadership are associated with…
- athletic performance
- group cohesion
- personal development
- lower levels of aggression
- intrinsic motivation and charisma
4 dimensions of transformational leadership
- idealized influence
- inspirational motivation
- intellectual stimulation
- individualized consideration
idealized influence coaching behaviours
- discussing and modelling pro-social values or behaviours
- showing vulnerability and humility
inspirational motivations coaching behaviours
- discussing goals and expectations
- implementing a collective vision
- providing meaningful and challenging tasks and roles
intellectual stimulation coaching behaviours
- eliciting athlete input
- sharing decision making and leadership responsibilities
- emphasizing the learning process
individualized consideration coaching behaviours
- showing interest in athletes’ feelings and perspectives
- recognizing athlete accomplishments and contributions
what does transformational coaching show athletes?
- that they are important
- that what they do is important
social identity
that aspect of peoples self concept associated with membership in the social groups to which they identify and belong
purpose of social identity in leadership
- social connectedness, personal bonds and affiliation
- enhances team performance and individual performance
athlete leader
a team member acting in a formal or informal capacity, who guides and influences other team members towards a common objective
four functions of leaders on teams
- help accomplish task objectives
- address social needs by promoting team harmony and organizing team activities
- represent team at external functions
- motivate his/her peers
who emerges as a leader?
- highly skilled, veteran, well-liked, intrinsically motivated, and centrally located individuals
- formal role is the most visible
- informal leaders who may provide support, advice and guidance tend to be the best leaders
followership
the way in which followers interact with and response to a leader
- not a leader
factors that make you a productive follower
- a collective orientation
- active independent thinking
- transparency in relationships
- receptivity to others’ viewpoints
exercise leadership
- exercise leader may impact participants’ physical and mental well-being
- positively related to greater exercise enjoyment, attendance, and satisfaction
personal trainers can foster interactions characterized by
- attention to clients’ personal and psychological needs
- encouragement, enthusiasm, and optimism
- behaviours that build trust and respect
- appropriate role modelling
- enriched exercise program
What a team IS NOT
- a statistical grouping
- unorganized collections
- subculture
- organizations
- associations
what a team IS
- common fate
- mutual benefit
- social structure
- self-categorization
- quality interaction
team composition
characteristics of individuals who compose the group (personality, age, gender, ethnicity)
team resources
include psychological characteristics and members’ ability (skill, experience)
team features
team size, sport type, competition level
team territory
physical space as a variable that can contribute to group and individual satisfaction and performance (home, away)
roles
ensure roles are defined, clear, and accepted
norms
standards for behaviours that are expected of group members
leadership types
formal and informal leaders
cooperation and competition
between team members
interaction and communication
essential process for the team to come to an understanding about itself and where it is going
emergency states
- cohesion
- social identity
- team resilience
characteristics of cohesion
- multidimensional
- dynamic
- instrumental
- affective
multidimensional characteristic for cohesion
factors that hold groups together are varied and numerous
dynamic characteristic for cohesion
reasons for cohesion can change over time
instrumental characteristic for cohesion
all groups form a reason
affective characteristic for cohesion
sometimes groups stay together because there are strong emotional times
conceptual model of group cohesion
- group aspects
- individual aspects
group aspects
beliefs members hold about the group as a collective
individual aspects
beliefs group members hold about personal benefits
conceptual model of group cohesion: group and individual aspects divided into…
task cohesion and social cohesion
correlates of group cohesion
- environmental factors
- team factors
- personal factors
- leadership factors
environmental correlates: group size
- inverse relationship so the smaller group, the greater the level of cohesion
- both sport and exercise
personal correlates: effort and sacrifices
- perceptions of a team’s cohesiveness are associated with an individuals actual or perceived level of effort in a team-sport
- individual and teammates’ sacrifices contribute to team task and social cohesion
- social loafing
social loafing
when individuals in groups give less than 100% effort
social loafing: increased under what conditions?
- individual output cannot be evaluated
- task perceived as low in meaningfulness
- individual personal involvement is low
- individuals are strangers to each other
- teammates are seen as high ability
- competing against weaker opponent
leadership correlates
transformational leadership/coaching increase cohesion on teams
team correlates: success and efficacy
- moderate to large positive relationship between cohesion and performance
- teams high in collective efficacy rated task and social cohesion higher than teams lower in collective efficacy
3 contributors to social identity
- ingroup ties (connections and bonds)
- ingroup affect (positive feelings)
- cognitive centrality (importance)
in-group ties: connection and bonds
- creating an environment that is helpful to build positive relationships with peers
- athletes need opportunities to create connections, and feel accepted within a group
in-group affect: positive feelings
if people have positive feelings associated with a particular group or activity, they will want to continue being involved
cognitive centrality: importance of group
groups are important for cognitive and behaviour, and people will try to represent important groups in other aspects of their life
team building: team environment
involves distinctiveness and togetherness
team building: team structure
involves roles, norms and leadership
team building: team processes
involves cooperation, communication and team goals
negative outcomes of youth sport
- physical health (injuries)
- psychological development (burnout, low perceived abilities)
- social development (violence, aggression)
deficit reduction goal
reduce deficits, risks and health compromising behaviours
deficit reduction target
vulnerable youth
deficit reduction strategies
prevention programs targeted at high-risk behaviours
deficit reduction actors
professionals take the lead, citizens support
asset promotion goals
promote or enhance developmental assets
asset promotion target
all youth