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Lawrence W. Judge, Terry Crawford and Kimberly J. Bodey

Approximately 47 million boys and girls between the ages of 5 and 18 years take part in sport activities each year, primarily in agency and community sponsored programs (Ewing & Seefeldt, 2002). The high level of participation requires many youth sport organizations to rely on volunteers, without whom there can be no programs. Yet volunteers receive little formal training to prepare them for their respective coaching endeavors (American Academy of Pediatrics, 2001; Gilbert et al., 2001; Gould, et al., 1990; Weiss & Hayashi, 1996).

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G. Cornelis van Kooten

The purpose in this paper is to examine the effectiveness/usefulness of the long-term athlete development (LTAD) model, particularly in the coaching of judo. The major influences on the LTAD approach, including deliberate practice, are reviewed along with recent evidence that leads to questions about the usefulness of the LTAD model. While Judo Canada has attempted to implement this model in its program to train coaches, there remains a great deal of incongruity between the LTAD approach and the pedagogy that often characterizes judo.

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David Barney

Coaching is a very visible profession, to the point that a coach’s every move is scrutinized. This was clearly evident in the tragic events that transpired in 2011, involving legendary American football coach Joe Paterno at Penn State University. With this high visibility, coaches need more than ever to set good examples for those they represent. In school or college settings they represent athletes, parents, the student body, administrators, and the community. The purpose of this commentary is to reinforce a coach’s responsibility to set a good example and the responsibility of coaching educators in preparing future coaches to be good examples.

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Andrew P. Driska and Daniel R. Gould

Research has shown that coaches learn through reflective practice (Trudel & Gilbert, 2006), that communities of practice can assist the reflective process (Culver & Trudel, 2008), and that problem-based learning can increase critical thought by coaches (Jones & Turner, 2006). To help coaches develop reflective practice skills in an online course, the authors designed and implemented a novel assignment combining the principles of a community of practice with problem-based learning. Small groups of students were presented with a problem scenario and then met synchronously online using a low bandwidth group chat application (EtherPad) to diagnose the problem, strategize, and outline a solution. Students were able to conduct group meetings with only minor technical diffculties, and their written work demonstrated that a moderate level of refection had occurred. Future assignment redesigns should allow more opportunities for student-instructor interaction to facilitate greater development of student reflective practice skills.

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Amy Elizabeth Whitehead, Brendan Cropley, Tabo Huntley, Andy Miles, Laura Quayle and Zoe Knowles

This study aimed to design, implement and evaluate a protocol encompassing Think Aloud (TA) as a technique to facilitate reflection-in-action and delayed reflection-on-action to aid coach learning. Six British, male rugby league coaches, who reported little previous exposure to reflective practice, consented to participate. Participants were: (a) instructed on how to engage in TA; (b) observed in practice using TA; (c) provided with individual support on delayed reflective practice on their first coaching session and use of TA; (d) observed in practice using TA a second time; and (e) engaged in a social validation interview regarding their experiences of TA. Analysis of in-action verbalizations revealed a shift from descriptive verbalizations to a deeper level of reflection. Both immediate and post eight week social validation interviews revealed that coaches developed an increased awareness, enhanced communication, and pedagogical development. The participants also recommended that TA can be a valuable tool for: (a) collecting in-event data during a coaching session; and (b) developing and evidencing reflection for coaches. Future recommendations were also provided by the participants and consequently, this study offers a unique technique to reflective practice that has the potential to meet the learning development needs of coaches.

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William R. Falcão, Gordon A. Bloom and Andrew Bennie

The purpose of this study was to develop and deliver a humanistic coaching workshop, as well as investigate coaches’ perceptions of this workshop and their experiences using humanistic coaching. Participants were 12 coaches of grade 7–11 basketball teams from schools in low socioeconomic communities in a major Canadian city. Data were collected using semistructured interviews and personal journals. An inductive thematic analysis revealed coaches perceived the workshop to be effective in teaching the humanistic principles and how to apply them in youth sport settings. The perceived strengths of the workshop included the group discussions, use of videos, practical coaching examples, and learning about the findings from empirical studies. The participants applied the humanistic principles with their teams by asking questions that guided athlete learning and by requesting feedback about various individual and team matters. Despite facing challenges such as increased time and effort to implement humanistic coaching principles, the participants reported positive outcomes in their athletes related to autonomy, communication, motivation, and willingness to help teammates. These results are discussed using literature on youth sport coaching, knowledge translation, and youth development through sport. Findings from this study can be used to enhance youth sport coach training protocols.

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Lynn Kidman and David Keelty

The purpose of this article is to provide an overview of coaching and coach development in New Zealand. For a small country with a population of 4.47 million (Statistics New Zealand, 2015), New Zealand achieves great success on the world sporting stage. One of the many contributors to this success is New Zealand’s commitment to developing coaches with an emphasis on continuous improvement through the provision of ongoing learning opportunities for coaches (SPARC, 2006). Interestingly the International Sport Coaching Framework’s recommendations aligns itself to such an emphasis that they refer to as lifelong learning (ICCE, 2013). To achieve this focus, and based on a Ministerial Taskforce findings that, “Coaching is in urgent need of support and development” (Ministerial Taskforce, 2001, p.10) Sport and Recreation New Zealand (SPARC) established a consultancy group to review and redevelop coaching. An outcome of this consultation was the production of the New Zealand Coaching Strategy (SPARC, 2004). Based on robust discussion on many issues of how people learn and coaching development philosophies, the Coach Development Framework (CDF) was established in 2006. Since its establishment, the CDF has been guiding coach development in New Zealand, placing the responsibility for this development on the National Sporting Organisations (NSOs).

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Phil Ferrar, Lillian Hosea, Miles Henson, Nadine Dubina, Guy Krueger, Jamie Staff and Wade Gilbert

; Turnnidge & Coté, 2017 ). However, rarely is the process of how coaches are taught to build effective coach-athlete relationships, and the impact of these efforts, described in the coach education literature ( Allan, Vierimaa, Gainforth, & Coté, 2017 ; Evans et al., 2015 , Lefebvre, Evans, Turnnidge

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Sergio Lara-Bercial and Clifford J. Mallett

In 2011, the Innovation Group of Leading Agencies of the International Council for Coaching Excellence initiated a project aimed at supporting the identification and development of the next generation of high performance coaches. The project, entitled Serial Winning Coaches, studied the personalities, practices and developmental pathways of professional and Olympic coaches who had repeatedly achieved success at the highest level of sport. This paper is the third publication originating from this unique project. In the first paper, Mallett and Coulter (2016) focused on the development and testing of a novel multilayered methodology in understanding a person through a single case study of a successful Olympic coach. In the second, Mallett and Lara-Bercial (2016) applied this methodology to a large sample of Serial Winning Coaches and offered a composite account of their personality. In this third instalment, we turn the focus onto the actual practices and developmental pathways of these coaches. The composite profile of their practice emerging from the analysis revolves around four major themes: Philosophy, Vision, People and Environment. In addition, a summary of the developmental activities accessed by these coaches and their journey to success is also offered. Finally, we consider the overall findings of the project and propose the concept of Driven Benevolence as the overarching operational principle guiding the actions and behaviours of this group of Serial Winning Coaches.