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G. Matthew Robinson, Mitchell J. Neubert and Glenn Miller

response, leadership researchers have begun placing more emphasis on servant-leadership models, which consider a shared perspective where the interactions between leaders and followers are paramount ( Dyck & Neubert, 2010 ; Van Dierendonck, 2011 ). Servant leadership is a model of leadership that suggests

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Jon Welty Peachey, Laura Burton, Janelle Wells and Mi Ryoung Chung

organization revealed that the founder and regional leaders exhibited servant leadership behaviors, as perceived by their followers. With the investigation of SDP leadership still in its infancy, Wells and Welty Peachey ( 2016 ) called for future research on the role of servant leadership in SDP and the

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Laura J. Burton, Jon Welty Peachey and Janelle E. Wells

highlighted the need to examine different types of leadership within the context of sport organizations, beyond transformational and transactional. Servant leadership has gained appeal as a result of the myriad positive outcomes associated with this style of leadership, most importantly the unique focus on

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Samantha M. Gray, Joan Wharf Higgins and Ryan E. Rhodes

opportunity to blossom. Certainly, leadership becomes important in promoting need satisfaction in an SDT-based study. A theory of leadership conceptually appropriate for SDT is servant leadership ( Greenleaf, 1977 ). Though an accurate definition of servant leadership is lacking from Greenleaf ( 1977 ), he

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Andy Gillham, Eva Gillham and Keith Hansen

This study examined relationships among coaching success, servant leadership, team cohesion, athlete resilience and social behaviors utilizing responses from over 300 collegiate athletes. Horn’s (2008) model of coaching effectiveness served as the basis from which variables were operationalized and concurrently measured. Bivariate correlation analysis identified significant correlations among servant leadership and coaching success, cohesion and coaching success, cohesion and servant leadership, resilience and coaching success, and resilience and servant leadership, with most relationships moderate to weak. Canonical correlations were used to examine the data in greater depth and significant canonical variants revealed both expected and unexpected relationships. Multivariate analysis of variance results identified a significant main effect and seven significant follow-up analysis of variance tests. Athlete resilience, coach servant leadership and task-based team cohesion all varied significantly across the three levels of coaching success. Results of this study can be used by coaches, athletic administrators and coach educators for coach development.

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Gareth J. Jones, Christine E. Wegner, Kyle S. Bunds, Michael B. Edwards and Jason N. Bocarro

little research has focused on SL within the SFD context. In fact, scholarly attention to SFD leadership has been mostly anecdotal, with only recent studies providing empirical investigations of specific leadership strategies (i.e., servant leadership in Wells & Welty Peachey, 2016 ; Welty Peachey

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Lesley Ferkins, James Skinner and Steve Swanson

resurgence of alternative theories, such as authentic and servant leadership ( Avolio & Mhatre, 2012 ; Greenleaf, 1998 ; Parris & Welty Peachey, 2013 ). Such approaches have extended mainstream leadership research and practice but need more exploration in sport settings ( O’Boyle, Murray, & Cummins, 2015

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INTERNATIONAL SPORT COACHING JOURNAL

DIGEST VOLUME 5, Issue #3

Commanding to Serving Athletes: Nurturing the Coach–Athlete Relationship Kim, M., Kim, Y., & Won, D. (2018). International Journal of Sport Science and Coaching , pre-published online. doi: 10.1177/1747954118790810 As one of the emerging themes in research on sport management leadership, servant leadership

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Ian O’Boyle, David Shilbury and Lesley Ferkins

which has sought to explore an ever expanding range of contexts, themes, and issues. Such new and emerging foci in sport management include the role of emotional intelligence in leadership ethical ( Dee, Bryham, & Ferkins, 2018 ; Schneider, 2012 ) and servant leadership ( Parris & Welty Peachey, 2013

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Chen Chen and Daniel S. Mason

servant leadership, which emphasizes the importance for leaders to focus on the development of subordinates in the organization ( Russell & Stone, 2002 ) and emotional intelligence, which considers leaders’ emotional intelligence as more valuable than their intellectual intelligence ( Goleman, Boyatzis