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Exercise And Sport Psychology > Week 2 - Team Work > Flashcards

Week 2 - Team Work Flashcards

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0
Q

What is a team?

A

May have all of the characteristics of a group but additionally have a higher degree of shared purpose, shared goals, higher levels of interaction and greater sense of identity.

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1
Q

What is a group?

A

Attraction between members, friendship between members, some shared goals, some shared characteristics

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2
Q

What did Tuckermann (1965) identify as the 4 different stages of team formation?

A

Forming
Norming
Storming
Performing (adjourning)

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3
Q

What occurs in the forming stage or team formation?

A

Familiarisation with other members of the team and the organisation, comparisons within the team, determination of membership, communication established and relationships tested

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4
Q

What occurs in the storming stage or team formation?

A

Resistance to leaders, managers, coaches, interpersonal conflicts, emotional conflict and role resistance.

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5
Q

What occurs in the norming stage or team formation?

A

Solidarity, cooperation, role stability and acceptance, development of mutual respect, focus on opponents, increased satisfaction, group cohesion starts here.

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6
Q

What occurs in the performing stage or team formation?

A

Members begin to seriously interact and support each other, focus on solving problems as a group, interpersonal relationships stabilise, support systems develop, real performance and team cohesion starts here.

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7
Q

Define cohesion….

A

The total field of force which act on members to remain in the group
Dynamic and multidimensional

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8
Q

Define social cohesion…

A

The degree to which members of a tael like each other and enjoy one another’s company

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9
Q

Define task cohesion…

A

The degree to which group members work together to achieve common goals and objectives.

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10
Q

Define role…

A

Set of behaviours required/expected of a team member occupying a certain position within a team

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11
Q

What 3 things do good role relations contain?

A

Role clarity
Role acceptance
Role empathy

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12
Q

Within good role relations, role clarity means…

A

Knowing exactly what role is within team (goals?), knowing how this role contributes to team as a whole.

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13
Q

Within good role relations, role acceptance means…

A

Willingness to adopt and maintain role

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14
Q

Within good role relations, role empathy means…

A

Understanding the roles and contributions of others on the team.

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15
Q

Define norms…

A

Levels of performance or patterns of behaviour to be adopted by the whole team

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16
Q

Why are norms essential?

A

For performance and behaviour

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17
Q

What are the benefits of norms?

A

To assess adherence to norms

To establish individual contributions to normative behaviour

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18
Q

With reference to team climate what do good teams need?

A 
Social support
Distinctiveness
Fairness
Similarity
Proximity
19
Q

Why do good teams need social support?

A

Players benefit form knowing they have somewhere to turn, they value equitable relationships

20
Q

Why do good teams need distinctiveness?

A

Teams value their own identity separate form others, uniforms shirts etc

21
Q

Why do good teams need fairness?

A

Players need to know that they are valued and will be treated equally in terms of discipline and recognition

22
Q

Why do good teams need similarity?

A

Teams need to recognise similarities and common ground within the group in order to promote respect and interaction

23
Q

Why do good teams need proximity?

A

Spending time together off field as well a so. It, development of recognition

24
Q

What does Steiner’s model address?

A

Team productivity

Actual productivity = potential productivity - losses due to faulty group processes

25
Q

What are some causes of team productivity loss?

A

Failure of motivation - not all members giving 100%

Failure to coordinate - team members not working together/maximising interaction

26
Q

What is the Ringlemann effect?

A

The phenomenon by which individual performance decreases as the number of people in the group increases.

  • 1 person pulls a rope 100% expended
  • 2 people on the role expend 93% of maximum effort each
  • 3 people manage only 85%
  • 8 people drops to 49%
27
Q

What is social loafing?

A

The term psychologists use for the phenomenon in which individuals within a group or team put forward less than 100% effort because of losses in motivation.
Someone doesn’t pull their weight

28
Q

How can social loafing be prevented?

A

Direct individual monitoring

Open discussions with loafer

29
Q

What is leadership?

A

The process of influencing individuals or groups towards particular goals

30
Q

What is the trait view of leadership?

A

Leaders are born not made

Great leaders had specific stable underlying personality characteristics that make them successful leaders

31
Q

What is the behavioural view of leadership?

A

Leaders are made or can be trained

Post war view - the need for better military leadership

32
Q

What is a problem with the behavioural view of leadership?

A

Suggests that anyone can be a leader and leaders are successful under all circumstances

33
Q

What is the interactional view of leadership?

A

Leaders do have certain orientations - these orientations can benefit and function most effectively in certain situations

34
Q

What are the two types of leaders?

A

Task orientated

Relationship orientated

35
Q

Describe relationship-orientated leaders…

A

Develop interpersonal relationships, keep oven lines of communication, maintain positive social interactions, and ensure that everyone is involved and feeling good.

36
Q

Describe task-orientated leaders…

A

Primarily work to get the task done and meet their objectives
Focuses on setting goals

37
Q

What is the contingency model of leadership?

A

The effectiveness of leadership depends equally on the leaders style of interacting with the group and on the favourableness of the situation
Task-orientated leaders - more effective in either very favourable or unfavourable situations
Relationship-orientated leaders - more effective in moderately favourable situations

38
Q

What is the path goal theory of leadership?

A

Leader as a facilitator provides guidance for the group

39
Q

What is the life cycle theory of leadership?

A

Reflects changing needs of a group according to maturity

Need for structure and consideration across career span

40
Q

What is the multidimensional model of sport leadership?

A

The athletes satisfaction and performance depends on 3 types of leader behaviour: required, actual and preferred. The situation, leader and members lead to these 3 kinds of behaviour (antecedents)

41
Q

What are the three antecedents in the multidimensional model of sport leadership?

A

Situational characteristics - management structure, history, available recourses, institutional requirements
Leader characteristics - dispositions, confidence and reputation of leader
Member characteristics - personalities and type of team

42
Q

What are the three types of leader behaviour in the multidimensional model of sport leadership?

A

Required behaviour - most appropriate decision for particular situation
Preferred behaviour - how performers would like their leader/coach to act
Actual behaviour - is the leader flexible enough to meet the needs of both situational and team requirements.

43
Q

What are the two consequences presented in the multidimensional model of sport leadership?

A

Performance

Satisfaction

44
Q

What are some important antecedents of leadership?

A

Age and maturity of coach/players
Gender - males prefer autocracy/females prefer democracy
Type of sport - more interactive = autocracy

Exercise And Sport Psychology (10 decks)

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