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Jeremy J. Foreman, Joshua S. Bendickson and Birton J. Cowden

outcomes as a unit. For example, changes in hiring decisions are now required based on the Rooney Rule, which “requires National Football League teams to interview at least one minority candidate when hiring a head coach” ( Solow, Solow, & Walker, 2011 , p. 332). Other scholars studied NFL policies

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Evie Oregon, Lauren McCoy, Lacee’ Carmon-Johnson and Angel Brown-Reveles

possibility of developing a salary cap for college coaching salaries. This particular idea allows students to propose positions to address the issue while learning more about the legal implications of their actions. The case study is divided into four parts. Part I includes teaching notes for instructors on

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Bettina Callary, Abbe Brady, Cameron Kiosoglous, Pekka Clewer, Rui Resende, Tammy Mehrtens, Matthew Wilkie and Rita Horvath

Coach developers (CDs) are individuals who develop, support, and challenge coaches in their ongoing efforts to improve knowledge and skills for athletes; thus, CDs have an impact on positive and effective quality sport experiences ( International Council for Coaching Excellence, 2014 ). The Nippon

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Anthony Koschmann

Coaches play an instrumental role in helping their players to play to the best of their abilities as a team to win. Professional hockey coaches, for instance, decide which players will play on which lines, strategizing the matchups against opposing players, and create special team assignments

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Shaina M. Dabbs, Jeffrey A. Graham and Marlene A. Dixon

coaches. Workforce and Career Trends: A Focus on Midcareer Experiences Three notable trends contribute to the complexity of managing today’s workforce. First, the workforce overall is aging. Since 2001, the teenage workforce decreased by 33%, whereas employees aged 55 years and older increased by 40

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Jeffrey A. Graham and Marlene A. Dixon

, suggesting that if individuals are not physically and emotionally invested in the organization, they are in some way letting the “family” down. Furthermore, there is little job security for coaches in sport, as contracts can and often are terminated mid- or postseason. These pressures produce a culture that

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Bram Constandt, Els De Waegeneer and Annick Willem

soccer, our study focuses on the influence of perceived coach ethical leadership on player-perceived ethical behavior in nonprofessional soccer clubs. The many existing illustrations of unethical coach behavior (e.g., sexual abuse) contradict with the research findings that coaches are the most critical

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Jennifer M. Jacobs, Karisa L. Kuipers, K. Andrew R. Richards and Paul M. Wright

of sport-related undergraduate majors, including sport management, to further develop their professional skills. While the program included elements of service learning and study abroad programs, students’ primary roles were to develop and deliver a 4-day coaching seminar during an 8-day stay in

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Joseph P. Mazer, Katie Barnes, Alexia Grevious and Caroline Boger

Team sports have become a vital informal learning setting in which athletes are taught, motivated, and mentored by their coaches. This experimental study examined the effects of coach verbal aggression on athlete motivation and perceptions of coach credibility. Results revealed that athletes exposed to a verbally aggressive coach were significantly less motivated and perceived the coach as less credible than athletes who were exposed to a coach who used an affirming style. With respect to credibility, athletes perceived a verbally aggressive coach as significantly less competent, trustworthy, and caring than a coach who used an affirming style. Implications and areas for future research are discussed. Case-study questions are presented for discussion by scholars and students.

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Donna L. Pastore, Bernie Goldfine and Harold Riemer

The present study examined the perceptions of coaches to identify and assess the important areas in which athletic administrators may provide support. A total of 173 NCAA college coaches responded to a questionnaire consisting of 46 items that elicited the importance attached to each item. Principal component analysis of the importance data set yielded six components: Game Management, Decision Making, Nondiscriminatory Work Environment, Job Benefits/Salary, Program Support, and Evaluation. Multivariate analyses of variance (MÁNOVA) was used to analyze the set of dependent variables (Importance of Items) with the independent variables (Gender and Division). The MÁNOVA showed a significant relationship for the main effects of gender and division for the importance of the components. Univariate analyses indicated a significant difference between males and females on the Decision Making component. Male coaches rated Decision Making more important than female coaches. Univariate analyses further revealed significant differences for the components Program Support and Nondiscriminatory Work Environment by division. Tukey's post-hoc analyses showed that Division III coaches rated Program Support significantly higher than those in Division I and II. No significant difference was found between Division I and II coaches. Regarding Nondiscriminatory Work Environment, a significant difference was found between Division I and III coaches in that Division III coaches rated this component significantly higher than their counterparts in Division I.