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The purpose of this study was to examine the coach-created talent development motivational climate in Canoe Slalom in the United Kingdom using achievement goal theory, self-determination theory and transformational leadership. The participants were six (five male, one female) full-time Canoe Slalom talent development coaches and 24 athletes (13 male, 11 female). A multidimensional, mixed methods approach examined participants’ perceptions of the motivational climate, transformational leadership behaviours, coaching practices, and coaching philosophies. Data were collected through questionnaires, interviews, and systematic observation. A summary of the coaching climate, practices, and philosophy was developed for each coach based on the perspectives of the athletes, coach, and observer. These were then compared and commonalities and differences amongst the coach-created climates were identified. The coaches created a motivationally adaptive (structured, relatedness supportive, individually-focused, task-involved) talent development motivational climate. However, the coaches varied in the extent to which the climate was autonomy supportive and intellectually stimulating. Analysis of the coaching climates using a learning continuums framework revealed two distinct forms of climate: behaviourist/structure and humanistic/agency. The implications for talent development and key stakeholders are discussed.

The purpose of this paper was to systematically review the peer-reviewed literature on the role of the coach developer (CD). Three questions guided this review: (a) who is the CD, (b) what do they do, and (c) how do they do it? Using five electronic databases—SPORTDiscus, ERIC, PsycInfo, Web of Science, and Scopus—a total of 595 articles were initially found with 42 identified as appropriate for inclusion following PRISMA guidelines. A further 11 were added, via the screening of reference lists and during the process of writing, to total 53 articles. Data analysis comprised of content analysis to describe and identify gaps in the research, and reflexive thematic analysis to facilitate the analysis of the findings from the included studies. Content analysis findings show an increase in researching this role and a breadth of methodology and theoretical frameworks being employed. Utilising reflexive thematic analysis, seven themes were generated to understand the who, what, and how of the CD. Findings suggest a diverse and contextualised appreciation of the various roles the CD undertakes as encompassed by the International Council for Coaching Excellence (ICCE) umbrella term definition. The discussion reveals the complexity of the role as CDs navigate who they are, what they do, and how they do it. Recommendations are made for future research to mediate knowledge gaps and move towards alignment and understanding of this key figure.