This study examined the influence of athlete leadership behaviors on perceptions of team cohesion. The participants were 312 athletes from 25 varsity and club level teams. Each participant completed the Group Environment Questionnaire (Carron, Widmeyer, & Brawley, 1985) that assessed cohesion and the Leadership Scale for Sports (Chelladurai & Saleh, 1980) that assessed athlete leadership behaviors. Overall, it was found that individual perceptions of Training and Instruction, and Social Support positively influenced all four dimensions of cohesion (ATG-T, ATG-S, GI—T, GI-S). Furthermore, Autocratic Behavior was negatively associated with the four dimensions of cohesion. Finally, Democratic Behavior was positively related to ATG-T. These findings provide researchers, sport psychology consultants, athletes, and coaches with some initial evidence that it is important to foster the development of athlete leader behaviors to influence the team environment.
Diana J.E. Vincer and Todd M. Loughead
Ashley M. Duguay, Todd M. Loughead, and James M. Cook
The present study sought to address 2 limitations of previous athlete-leadership research: (a) Researchers have predominantly examined the shared nature of athlete leadership using aggregated approaches, which has limited our ability to examine differences in the degree of sharedness between teams, and (b) the limited availability of research related to dyadic predictors (i.e., qualities of the relation between 2 individuals) of athlete leadership. Therefore, social-network analysis was used to examine athlete leadership across multiple levels (i.e., individual, dyadic, and network) in 4 competitive female youth soccer teams (N = 68). Findings demonstrated differences in the degree to which athlete leadership was shared between the teams. Furthermore, multiple-regression quadratic-assignment procedures showed that skill nomination and formal leadership status were significant predictors of how often participants reported looking to their teammates for leadership.
Ashley M. Duguay, Todd M. Loughead, and Krista J. Munroe-Chandler
The purpose of the current study was to develop, implement, and evaluate a season-long athlete leadership development program. Participants were 27 female varsity athletes who participated in four leadership workshops throughout the season, each 1 hr in duration. All of the participants completed inventories measuring leadership behaviors, cohesion, communication, athlete satisfaction, and peer motivational climate. Overall, the results showed significant differences in regards to leadership behaviors, athlete satisfaction, and peer motivational climate from pre- to postintervention. Further, follow-up focus groups were also conducted to assess the social validity of the leadership development program. These focus groups revealed important insight into program structure, influence of the program, leadership challenges, and suggestions for future improvements. These findings provide researchers, sport psychology consultants, and coaches with important information regarding the effectiveness of this athlete leadership development program in targeting human and social capital development.
Frederik Ehlen, Jess C. Dixon, and Todd M. Loughead
Richard Peddie is the former president and CEO of Maple Leaf Sports & Entertainment (MLSE), the parent company of the Toronto Maple Leafs, Toronto Raptors, and Toronto Football Club, among other assets. In this interview, Peddie reflects on his career, which started in the consumer packaged goods industry and concluded with leading one of the most successful sport organizations in the world. While emphasizing the importance of leadership skills, he advocates meritocracy, and the application of vision and values and strategic planning to increase enterprise value. Sport management students, scholars, and practitioners can benefit from the experiences and insights that Peddie openly shares in this interview.
William R. Falcão, Gordon A. Bloom, and Todd M. Loughead
The purpose of this study was to investigate Paralympic coaches’ perceptions of team cohesion. Seven head coaches of summer and winter Canadian Paralympic sport teams participated in the study. Four participants coached individual sports and 3 coached team sports. Data were collected using semistructured interviews and analyzed using thematic analysis. The results addressed the coaches’ perceptions of cohesion in the Paralympic sport setting and strategies used to foster cohesion with their teams. Participants described using techniques and strategies for enhancing cohesion that were similar to those in nondisability sport, such as task-related activities, goal setting, and regularly communicating with their athletes. They also listed how cohesion was distinct to the Paralympic setting, such as the importance of interpersonal activities to build social cohesion. The implications of these results for coaching athletes with a disability are also presented.
Julie Newin, Gordon A. Bloom, and Todd M. Loughead
The purpose of the current study was to explain youth ice hockey coaches’ perceptions of the effectiveness of a team-building intervention program. Eight Peewee-level hockey coaches implemented the same team-building activities with their teams throughout the regular season. Data were gathered using 3 methods. Specifically, coaches answered questions on a pre- and post-intervention form after each team-building activity, coaches’ behaviors were observed by members of the research team, and each coach completed a semistructured exit interview after the completion of the regular season. Results highlighted the benefits of the team-building intervention program. Specifically, coaches felt athletes enjoyed this experience and improved or acquired a variety of important life skills and abilities. Coaches also felt that athletes bonded during activities and improved their abilities to work together as a group. Finally, coaches felt that their own personal communication skills improved.
David A. Urquhart, Gordon A. Bloom, and Todd M. Loughead
The purpose of this study was to explore the development, articulation, and implementation of a coaching vision and how this created and sustained a culture of excellence. Six multiple championship–winning men’s university ice hockey head coaches were interviewed. Their combined experience consisted of 20 national titles and over 4,100 wins at the university level. Data were analyzed using thematic analysis. The results indicated that these coaches established a vision that could be separated into three phases: development, articulation, and implementation. Notably, development included the life experiences, personal characteristics, and habits that assisted the development of the coaches’ vision, including apprenticing as an assistant coach. Articulation and implementation involved clearly communicating their vision to athletes, coaches, and personnel who then enacted the vision. Overall, these findings contribute to a better understanding of how championship-winning coaches organize, teach, and articulate their goals through their coaching vision.
Julie Senécal, Todd M. Loughead, and Gordon A. Bloom
The purpose of the current study was to determine whether the implementation of a season-long team-building intervention program using team goal setting increased perceptions of cohesion. The participants were 86 female high school basketball players from 8 teams. The teams were randomly assigned to either an experimental team goal–setting or control condition. Each participant completed the Group Environment Questionnaire (GEQ; Carron, Brawley, & Widmeyer, 2002; Carron, Widmeyer, & Brawley, 1985), which assessed cohesion at both the beginning and end of the season. Overall, the results revealed a significant multivariate effect, Pillai’s trace F(12, 438) = 2.68, p = .002. Post hoc analyses showed that at the beginning of the season, athletes from both conditions did not differ in their perceptions of cohesion. However, at the end of the season, athletes in the team goal–setting condition held higher perceptions of cohesion than athletes in the control condition. Overall, the results indicated that team goal setting was an effective team-building tool for influencing cohesiveness in sport teams.
Matt D. Hoffmann, Todd M. Loughead, and Gordon A. Bloom
The general objective of the current study was to explore the experiences of elite level athletes who reported being peer mentored by other athletes during their sporting careers. The primary purpose was to identify the mentoring functions provided by athlete mentors, while the secondary purpose was to examine the outcomes related to peer mentored athletes’ (i.e., protégés) mentoring experiences. Individual interviews were conducted with 14 elite peer mentored athletes, and the data were analyzed using a hierarchical content analysis. The results indicated that athlete mentors provided a variety of specific functions that facilitated protégés’ progression through sport and development from a personal standpoint. The findings also showed that protégés benefitted in terms of enhanced performance and confidence, and also demonstrated a willingness to provide mentorship to their peers. In sum, the results of the current study may be used to enhance the effectiveness of peer mentoring relationships between athletes.
Scott Rathwell, Gordon A. Bloom, and Todd M. Loughead
The purpose of the study was to gain an in-depth understanding of the characteristics head coaches looked for when hiring their head assistant coach, the main roles and responsibilities assigned to assistants, and the techniques and behaviors used to develop them. Data were obtained through interviews with six accomplished Canadian University head football coaches. Results indicated head coaches hired loyal assistants who possessed extensive football knowledge that complimented their own skill sets. Once hired, head coaches had their assistant coaches help them with recruiting, managing a major team unit, and developing athletes. They helped advance their assistants’ careers through personal mentorships which included exposure to external sources of knowledge such as football camps and coaching conferences. These results represent one of the first empirical accounts of head coaches’ perceptions on hiring and developing head assistant coaches.