mr tweedale-psychologial factors that influenve an individual Flashcards

(68 cards)

1
Q

what is a leader

A

someone who influences You into achieving your goals

inspire team and set targets to keep motivation

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2
Q

what are the types of leaders

A

prescribed leader
emergent leader

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3
Q

prescribed leader

A

appointed from outside the group from another group or higher in authority

bring in new ideas and learn new methods

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4
Q

emergent leader

A

appointed from within the existing group

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5
Q

adv of prescribed leaders

A

bring new ideas into team

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6
Q

dis of prescribed leaders

A

may upset team mates
may not get along
may chnage trusted methods with unfamilair ones

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7
Q

adv of ermgent leader

A

keep harmony

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8
Q

dis of emergent leader

A

dont bring in any new ideas

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9
Q

leader qualities

A

good communicator to get messages across

empathy, need to listen to members of team and take their views into account

organisational skills

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10
Q

styles of leaderships

A

LAD

lassez faire style

autocratic style

democratic

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11
Q

autocratic leadership style

A

where leader makes ALL decisions
dictates instructions to group

adopts task orintated style
aim is to get results and reach targets
wont continue withput coach there/more reliant

specific e.g winning a game

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12
Q

democratic

A

person-orinetated task

seeks opinons off group before making decisions

gorup continue to wrok withut coach presnt

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13
Q

laissez faire

A

leader does very little
leaves group too it

dis-less motoated players may stop working if left alone

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14
Q

fielders contingency model of leadership

A

suggests autocatic style is best used in opposite situations-when ervything is bad and when everything is good

everything good=most favourable sitaution
everything bad=less favourable situation

in middle ground=when situation is betweeen good and bad

he suggested that this is best acheived by person orientated style
modertaly favourable sitaution

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15
Q

example of most favourable situations

A

-leader has respect
-good support within the group
-high levels of motivation

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16
Q

least favourable situation

A

more hosiability between group members
little respect for leader

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17
Q

moderately favourable sit

A

motivation is moderate
group has reasonable ability

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18
Q
A
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19
Q

chelladurais multi-dimensional model

A

leader must use interactive approach to balance aspects of situation and the group

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20
Q

stress management

A

negative response of teh body to a threat causing anxiety

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21
Q

eustress

A

positive response of the body to a threat

response to threat of dificualt challenge is overcome and the performer feels more confident and motivated

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22
Q

what are the two types neagtive effects of stress

A

cognitive-psychological
brings negative thoughts and feelings

somantic-

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23
Q

attentioanl narrowing

A

as arousal and anxiety increases, ability to take in info or cues from enviorment is reduced
imporant info may be missed due to high stress
losss of concenrtation

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24
Q

somantic stress

A

physiological

physical response to body from stress

increase in HR increase in sweating

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25
cognitive stress managemnt techniques
thought stopping-performer uses learned action to trigger neagitve thoughts and remove them psotive self-talk-performer replaces negative thoughts with psotive ones imagery-creating image of past performance where action was perfomered succesfully visualisation-mental image perfected during training the locked in and used in game mental rehersal goign over ovement of task before the task actually happens
26
somantic stress management techniques
progressive musculr relaxation relaxing muscles from state of tension to state of relaxation centring breathing technique relaxing shoulders and chest and focusing on depths of breathing
27
attribution theory
perception of reaso for an outcome of an event e.g reasons giving for winnign, losing , playing well, playing badly imporatn factor for motivation given from coaches and managers and given youself
28
locus of causality
reasons for either winnign or losing can be eitehr within the control of the performer-internal outside of the control of the performer-external internal-how you played external-decsions from refferee
29
attitudes
opinion what you think about something value or belief twoards something
30
attitude formation
formed by assocaiting with others and picking up their values and opinions-socialisation tend to learn attitudes from significant otehrs e.g friends and role models/someone we look up to
31
attitude components
C A B cognitive part associative part behavioural part
32
cognitive part
most deep rooted part of attitude what YOU think represents YOUR values and beliefs
33
affective part
concerns feelings and emotions of the player e.g player enjoys taking part
34
behavioural part
what you do actions and the habits of the performer e.g palyer who goes trainign ervy time shows good behaviorual attitute
35
what are the two attitude changes
cognitive dissociance persuasive communicaiton CPR
36
cogntive dissociance
coach focuses more on one component of attitude performer feels uneasy and morre motivated to chnage current attitude e.g bringing in new form of acitvity so player quesions there current attitude and attempts to change it
37
persuasive communciation
perfomer can be taught into chaning their attitude must be at the right time e,g just after losing game the will understand and listen to feedback more on how need to change attitude to improve needs to be understood, clear and relevant giver of messenger should be role model. someone they look up to
38
arousal
a leevl of activiation, a degree of readiness to perform a drive to achieve!!!
39
what may cause increased arousal
imporant competition audience
40
drive theory
based on assumption that increased motivation, causes increased drive more drive we have, more increased perfomance levels
41
drive and dominant repsonse
42
dominant response
stand out response that performer thinks is correct dominat response better in expert levels then begginer as beginner may chose wrong thinf they think is correct causing reduction in performance levels
43
inverted u theory
agrees with drive throy that as drive increases so does perfomance however only up to certain point moderate level of arousal both under and over arousal are equally bad for perfomance moderate level of arousal is not always peak of perfomance peak level of performnace is met where arousal matches the skill level, perosnality of perrformer etc
44
which perfomers better in high arousal begginer or expert
expert as used to dealing with pressure dominate reponse is liekly to be correct
45
ehich perform better in high aorusal extrovert or introvert
extrovert perfom better at high aorusal introvert perofrm bettwe at low arousal
46
gwhich perform better in high aorusal gross or fine and complex or simple
gross skill-high arousal fine skill-low arousal complex skill-low arousal simple skill-high arousal
47
catasrophe theory
same as inverted u theory but there is sudden dramtic reeduction in performance due to combo of both cognitive and somantic anxieties
48
zone of optimal functioning
where perfomance is at its peak instead of of poitn on graph, its within a zone/area people find it at all different stages, some at high arousal, some at moderate and some at low arousal
49
examples of where performer is at the zone of optimal functionign
everythign flows effortlessly not very stressed
50
peak flow experience
extension of feelings felt in zone ultimate intrinsic feelings experineced by athletes from postive mental attitute with extreme confidence and focus and effiecnecy
51
anxiety in sport
state of nervousness and worry
52
competitive trait anxiety
when palyer feels nerves all the time before games may be there gentic make up displayed at all competitions, despite importance of event athlete just feels nerves all the time
53
competiev state anxiety
nervous reposne to specific sorting situations gt nevous, then goes away once done it e,g taking a penatly
54
methods of measuring anxiety
quesionaries adv-qucik cheap, easy to anlyses dis-player may not undertand question quesiotns innapropriate to get biaed result may depend on players mood e.g different after losing to after winning e.g SCAT sports competition anxiety test
55
observation
watching and ibserving performers behaviour adv-true to real life dis-subjective-one person feels is anxiety another may not observer does not know how performer acts normally time consuming if they notice, they may chnage how they act
56
psycholgoical measures
measurede by using phsycial repsonses of body e.g heart monitor adv-objective factual dis-may get in way of performer cost of using devices (restriction of movement) perfomer knows so they coud get stressed and create false reading
57
aggression in sport
intent to harm outside of rules: hostile beheaviour itnent to harm out of control deliberate e.g punich an oppoent
58
assertion
well motivated behaviour within rules controlled within the rules not intended to harm e.g 50/50 tackle
59
issue with agressiona nd assertion
difficualty as some sports are in the middle e.g boxing they punch to intend harm but its also within the rules of the game grey area
60
theories of aggression
instinct theory evolutoenry theory that claims all performers are born with an agressive instinct that will service with enough provacation e.g home games we tedn to beocme more defensive and use agression to win as seen as our terriority being invaded
61
frustration aggression hypothesis
suggests aggressive occurs when goals are blocked making us become fustrated perfomer prevented from achiveing their aim, fustration is built up
62
catharsis
letting off steam experinced once performer has gotten there anger out
63
agression cue hypothesis
sugegsts agression is caused by learned trigger e.g coach allowing player to push others duirng training so player then does it during game
64
four theories of agression
Aggressive cue hypotheiss Social leanring theory Instinct theory Fustration agression hypothesis
65
social leanring approach
agresion can be learnt from others especially if it has been reinfroced/rewarded
66
preventing agression
punish agression with fines punish players by sending them off talk to players to calm them down walk away from sitsauion point put non agressive role models
67
motivation
a drive to succeed perisitent and consistent in giving their best each game intrinsic motivation-feeling pride, motivation from within extrinsic motivation-motivation from outside source e.g coach family tangible rewards-rewards you can touch e.g trophy intangible rewards-reward can not touch e,g praise non-physical rewards
68
ways coach can keep motivation in performers
chaning activites/varying them making them fun/enjoyable offfering rewards and incentives early on e.g player of the week award