Sports Psychology Flashcards
(39 cards)
*attitudes
what an individual believes, how they feel and act towards an attitude object
aren’t permanent but can be hard to change
attitude formation - past experiences
winning matches or titles is enjoyable to leads to a positive attitude - high perception of ability which increases confidence
loosing or getting injured can lead to negative ability - lower self confidence and poor perception of their abilities. they may develop learned helplessness
attitude formation - socialisation
an individual wanting to fit in with their peers surrounding them
if its the norm for family and friends to participate in sports then you often conform and join in
attitude formation - social learning
imitating the actions of close ones such as peers and teachers
-reinforcement and praise have particularly strong effect
attitude formation - media
high - profile role models showing positive attitudes will often rub onto us as we look up to them
*triadic model - cab
attitude is made up of three components:
1 cognitive - beliefs/thoughts
2 affective - emotions/feelings
3 behavioural - actions/responses
beliefs don’t always correspond with behaviour due to circumstances
changing attitudes
- ensuring positive experiences happen
- praise positive attitudes/behaviours
- punish negative attitudes/behaviours
- highlight positive role models
persuasive communication
involves significant other or expert encourage change
-need clear message about why you should adapt your mindset
cognitive dissonance
creating dissonance by creating unease in performer
- changing a negative attitude component into positive causing individual to challenge their whole attitude and change it
weiner’s model
internal external
stable ability task difficulty
unstable effort luck
locus of causality
internal - outcome was within the performers control ability or effort
external - outcome under control of environment task difficulty or luck
stability dimension
stable - reason for outcome is relatively permanent ability or task difficulty
unstable - changeable either for mins or even weeks luck or effort
*learned helplessness
performers attribute their failures internally to stable reason and fail to attribute successes internally
usually occurs when performer has low self confidence due to past failures
similar characteristics to naf performers
*strategies to avoid learned helplessness
- setting realistic achievable goals
- raise self-efficacy using banduras model
- highlight previous successful performers
- positive reinforcement and encouragement
*attribution retraining
process of changing performers negative attributions to positive ones
perception of why they failed is altered from being internally-stable to:
- controllable factors (can be changed to create success)
- external factors (not their doing)
- internal factors (can be adapted by them to become better)
success attributed internally to ability
*self-efficacy
the amount of confidence you have in a specific task, sport or situation
-directly linked to past experiences
*bandura’s model of self-efficacy
four factors influence level of self-efficacy - coach use to raise levels
1 performance accomplishments (remind of pervious successes)
2 vicarious experiences (show performer with similar characteristics doing skill)
3 verbal persuasion (praise and positive reinforcement should be used)
4 emotional arousal (show how to control arousal levels-cognitive or somatic)
*fieldler’s contingency model
an interactionist approach where the leader adapts their style to situation
*fieldler’s two leadership styles
task orientated leader: concerned with achieving goals with pragmatic approach;
direct and authoritarian; used in most and least favourable situations
-cognitive performers-large groups-limited time-dangerous-males-
person orientated leader: focuses on developing harmony and good relationships; open to suggestions in more democratic approach; used moderately favourable situations
-advanced performers-smaller groups-long time frame-females-
*fieldler’s different situations
most favourable situ - leader in strong position of authority and has respect. members have good relationships and task is clear
moderately favourable situ - leader has some power and respect, some good relationships and parts of the task is clear.
least favourable situ - no power or respect for the leader leading to hospitality. could be fighting within group members and the task is unclear.
*chelladurai’s model of leadership
to ensure group satisfaction and high performance levels leaders must adapt by considering three factors
once considered the leader must try to balance their style of leadership with them to gain the highest performance and group satisfaction levels
the more the leaders actual behaviour matches (congruence) what the group wants and the situation needs - the better the performance will be
self serving bias
vealey’s model of confidence
undertake task with certain levels of trait and state confidence as well as competiveness orientation
produces responce (attempting skill) and considers outcome. if they consider it a positive result: -level of SC-trait increases
- level of SC-state increases
- approch behaviuor more likely
- increase competitiveness orientation
characteristics of a leader
- effective communicator
- charasmatic
- empathetic
- knowledge
- confident
- flexible
