coaches’ development ( Nelson & Cushion, 2006 ; Trudel et al., 2010 ). We must remember that uncovering our guiding paradigm and initiating change is difficult because our “common sense assumptions about how we learn operate, unquestioned, at a subconscious level” ( Light, 2008 , p. 33). Therefore, it
Kyle Paquette and Pierre Trudel
writing that melds expression and theory can become a method for learning and a means for change ( Denison, 2016 ); this is how writing can become a coach development strategy, particularly when Foucault’s ( 1995 ) analysis of discipline services the theory. I read further to my students from this essay I
Jennifer Turnnidge and Jean Côté
It is well established that coach learning and athlete outcomes can be enhanced through participation in Coach Development Programs (CDPs). Researchers advocate that the quality of CDPs can be improved by: (a) placing a greater emphasis on facilitating coaches’ interpersonal behaviours (Lefebvre, Evans, et al., 2016), (b) using appropriate and systematic evaluation frameworks to guide the evaluation of interpersonally-focused CDPs (Evans et al., 2015), and (c) incorporating behaviour change theories into the design and implementation of these CDPs (Allan et al., 2017). In doing so, the relevance of CDP content and the uptake of this content among coaching practitioners may be enhanced. Transformational leadership theory provides a valuable guiding framework for designing CDPs that aim to promote positive development in youth sport. Thus, the goal of the present paper is to outline the development of a novel, evidence-informed CDP: The Transformational Coaching Workshop and to provide practical strategies for the implementation of this workshop.
Antonio Solana-Sánchez, Sergio Lara-Bercial and David Solana-Sánchez
Professional youth football (soccer) academies face a number of challenges related to the contrasting and at times competing nature of their goals. Marrying long-term development of players with success in youth competitions and combining the development of young people as athletes with their growth as human beings are some examples. Professional football clubs and those tasked with leading their academies have to make key decisions as to how these challenges will be addressed. In this paper we argue that those decisions must be made based on a clearly shared philosophy and accompanying set of values. We present some of the key principles governing the work of the Sevilla Club de Fútbol Youth Academy and the rationale behind them. These principles span from developmental, methodological and pedagogical choices to the building of an internal long-term approach to coach development.
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).
Hedda Berntsen and Elsa Kristiansen
recommended for young elite athletes’ well-being and long term competitive participation ( Balaguer et al., 2012 ; González, Tomás, Castillo, Duda, & Balaguer, 2017 ; Kristiansen & Roberts, 2010 ; Ntoumanis, 2012 ). Coach development programs (CDP) can change coaches’ interpersonal, intrapersonal and
Wade Gilbert, Ronald Gallimore and Pierre Trudel
Repeated calls have been made by prominent sport and education associations for the creation of ongoing professional development networks and learning communities for youth sport coaches. The purpose of this paper is to propose a learning community approach to coach development that complements large-scale coach education programs. This concept paper is organized into three sections followed by a brief summary. The three sections are: (a) overview of the effectiveness of community-based learning research on teacher development, (b) overview of how community-based learning literature has informed coach development initiatives, and (c) suggestions for how a learning community approach could be practically implemented in a typical youth sport setting.
Kirsi Hämäläinen and Minna Blomqvist
The purpose of this article is to describe recent actions for sport organizations and coach development in Finland. Finnish Sport organizations and systems especially in high-performance sports have been in a transition phase in recent years. The high-performance sport systems have been analyzed and reorganized and new strategic goals were set. Coach development was chosen as one of the focus areas and the leadership of coach development is at the new High Performance Unit of the Olympic Committee. There are different education paths for coaches and all the organizations which provide coach education belong to a network for coach development. This network works for developing programs, learning concepts and tools and sharing of expertise. One key idea of the development work has been to conduct systematic research among Finnish coaches to gain objective information of coaches’ needs and learning experiences. As a result of this work, the Finnish Coach Competence Model was created as a tool and for creating common understanding of coaches’ competences and for developing education programs and coaches’ assessment. Creating a new learning culture and a network have been the main steps so far and the further development for those are also the main goals in future.
Paul Garner and Denise M. Hill
Given the enduring focus of coach education on the development of professional knowledge (e.g., technique, strategy, and tactics), the current study aimed to explore how a Community of Practice (CoP) impacted coach development of interpersonal and intrapersonal knowledge. Côté and Gilbert’s (2009) definition of coaching expertise was used as a model to observe learning in a community of practice (CoP; Wenger, McDermott & Snyder, 2002). A total of eight internationally qualified ski coaches (aged 27–44 years) took part in weekly meetings over a period of six weeks, with the lead researcher cultivating a CoP and ensuring coaching issues were the focus of discussion. Meetings were audio-recorded and the data transcribed and analysed thematically. Results revealed that coaches developed both interpersonal and intrapersonal knowledge through enhanced emotional intelligence, gaining an athlete-centred approach, storytelling, group reflection and changing role frames. The findings are positioned within the extant literature, with implication for coach education practice identified.
Karl Erickson, Jean Côté and Jessica Fraser-Thomas
What experiences are needed to become a high-performance coach? The present study addressed this question through structured retrospective quantitative interviews with 10 team- and 9 individual-sport coaches at the Canadian interuniversity-sport level. Minimum amounts of certain experiences were deemed necessary but not sufficient to become a high-performance coach (e.g., playing the sport they now coach and interaction with a mentor coach for all coaches, leadership opportunities as athletes for team-sport coaches only). Although coaches reported varying amounts of these necessary experiences, general stages of high-performance coach development were traced. Findings serve to identify and support potential high-performance coaches and increase the effectiveness of formal coaching-education programs.