Katrien Fransen

The myth of the team captain as principal leader: extending the athlete leadership classification within sport teams

Abstract Although coaches and players recognise the importance of leaders within the team, research on athlete leadership is sparse. The present study expands knowledge of athlete leadership by extending the current leadership classification and exploring the importance of the team captain as formal leader of the team. An online survey was completed by 4,451 participants (31% females and 69% males) within nine different team sports in Flanders (Belgium). Players (N = 3,193) and coaches (N = 1,258) participated on all different levels in their sports. Results revealed that the proposed additional role of motivational leader was perceived as clearly distinct from the already established roles (task, social and external leader). Furthermore, almost half of the participants (44%) did not perceive their captain as the principal leader on any of the four roles. These findings underline the fact that the leadership qualities attributed to the captain as the team’s formal leader are overrated. It can be concluded that leadership is spread throughout the team; informal leaders rather than the captain take the lead, both on and off the field.

Believing in "us": exploring leaders' capacity to enhance team confidence and performance by building a sense of shared social identity.

The present study examined the impact of athlete leaders perceived confidence on their teammates confidence and performance. Male basketball players (N = 102) participated in groups of 4. To manipulate leaders team confidence, the appointed athlete leader of each newly formed basketball team (a confederate) expressed either high or low team confidence. The results revealed an effect of team confidence contagion such that team members had greater team confidence when the leader expressed high (rather than low) confidence in the teams success. Second, the present study sought to explain the mechanisms through which this contagion occurs. In line with the social identity approach to leadership, structural equation modeling demonstrated that this effect was partially mediated by team members increased team identification. Third, findings indicated that when leaders expressed high team confidence, team members performance increased during the test, but when leaders expressed low confidence, team members performance decreased. Athlete leaders thus have the capacity to shape team members confidence--and hence their performance--in both positive and negative ways. In particular, by showing that they believe in our team, leaders are able not only to make us a psychological reality, but also to transform us into an effective operational unit.

Who takes the lead? Social network analysis as a pioneering tool to investigate shared leadership within sports teams

Abstract Leaders do not operate in social vacuums, but are imbedded in a web of interpersonal relationships with their teammates and coach. The present manuscript is the first to use social network analysis to provide more insight in the leadership structure within sports teams. Two studies were conducted, including respectively 25 teams (Nxa0=xa0308; Magexa0=xa024.9 years old) and 21 teams (Nxa0=xa0267; Magexa0=xa024.3 years old). The reliability of a fourfold athlete leadership categorization (task, motivational, social, external leader) was established by analyzing leadership networks, which mapped the complete leadership structure within a team. The study findings highlight the existence of shared leadership in sports teams. More specifically, regarding the task and external leadership roles, no significant differences were observed between the leadership quality of coaches and athlete leaders. However, athlete leaders were perceived as better motivational and social leaders than their coaches. Furthermore, both the team captain and informal athlete leaders shared the lead on the different leadership roles. Social network analysis was found to be a pioneering but valuable tool for obtaining a deeper insight in the leadership structure within sports teams.

“Yes, we can!”: Perceptions of collective efficacy sources in volleyball

Abstract Collective efficacy can be defined as a groups shared confidence that they will successfully achieve their goal. We examined which behaviours and events are perceived as sources of collective efficacy beliefs in a volleyball context. In Study 1, volleyball coaches from the highest volleyball leagues (n = 33) in Belgium indicated the most important sources of collective efficacy. This list was then adapted based on the literature and on feedback given by an expert focus group, resulting in a 40-item questionnaire. In Study 2, coaches and players from all levels of volleyball in Belgium (n = 2365) rated each of these sources on their predictive value for collective efficacy. A principal component analysis revealed that the 40 sources could be divided into eight internally consistent factors. Positive supportive communication (e.g. enthusiasm after making a point) was identified as the factor most predictive for positive collective efficacy beliefs. The factor referring to the negative emotional reactions of players (e.g. discouraging body language) was the most predictive for negative collective efficacy beliefs. These findings offer a starting point for the design of continuous measurements of collective efficacy through observation.

We will be champions: leaders' confidence in ‘us’ inspires team members' team confidence and performance

The present research examines the impact of leaders confidence in their team on the team confidence and performance of their teammates. In an experiment involving newly assembled soccer teams, we manipulated the team confidence expressed by the team leader (high vs neutral vs low) and assessed team members responses and performance as they unfolded during a competition (i.e., in a first baseline session and a second test session). Our findings pointed to team confidence contagion such that when the leader had expressed high (rather than neutral or low) team confidence, team members perceived their team to be more efficacious and were more confident in the teams ability to win. Moreover, leaders team confidence affected individual and team performance such that teams led by a highly confident leader performed better than those led by a less confident leader. Finally, the results supported a hypothesized mediational model in showing that the effect of leaders confidence on team members team confidence and performance was mediated by the leaders perceived identity leadership and members team identification. In conclusion, the findings of this experiment suggest that leaders team confidence can enhance members team confidence and performance by fostering members identification with the team.

Athlete leadership in sport teams: Current understanding and future directions

ABSTRACT Leadership is a fundamental aspect of sports performance, particularly within team sport environments. Over the past 25 years there has been significant research exploring the role of the coach/manager in this regard. However, this only represents one aspect of leadership within the sporting domain. Equally important, although far less examined, is the concept of athlete leadership. The role of athlete leaders, both formal (e.g., the captain) and informal (such as motivators and cultural architects) can have a significant impact upon a range of team-related factors including satisfaction, cohesion, and team dynamics. However, the mechanisms through which this impact occurs are less well understood. Also, while the development of leadership skills has been proposed as an important aspect of coach development programmes there is very little consensus regarding the approaches that should be adopted in developing athlete leaders and their associated leadership skills. This paper reviews the existing literature relating to athlete leadership seeking to provide clarity regarding current understanding. Building upon this base the paper then highlights future areas for research and theoretical development.

The Art of Athlete Leadership: Identifying High-Quality Athlete Leadership at the Individual and Team Level Through Social Network Analysis.

This research aimed to introduce social network analysis as a novel technique in sports teams to identify the attributes of high-quality athlete leadership, both at the individual and at the team level. Study 1 included 25 sports teams (N = 308 athletes) and focused on athletes general leadership quality. Study 2 comprised 21 sports teams (N = 267 athletes) and focused on athletes specific leadership quality as a task, motivational, social, and external leader. The extent to which athletes felt connected with their leader proved to be most predictive for athletes perceptions of that leaders quality on each leadership role. Also at the team level, teams with higher athlete leadership quality were more strongly connected. We conclude that social network analysis constitutes a valuable tool to provide more insight in the attributes of high-quality leadership both at the individual and at the team level.

Collective efficacy or team outcome confidence? Development and validation of the Observational Collective Efficacy Scale for Sports (OCESS).

Motivational research over the past decade has provided ample evidence for the existence of two distinct motivational systems. Implicit motives are affect-based needs and have been found to predict spontaneous behavioral trends over time. Explicit motives in contrast represent cognitively based self-attributes and are preferably linked to choices. The present research examines the differentiating and predictive value of the implicit vs. explicit achievement motives for team sports performances. German students (N = 42) completed a measure of the implicit (Operant Motive Test) and the explicit achievement motive (Achievement Motive Scale-Sport). Choosing a goal distance is significantly predicted by the explicit achievement motive measure. By contrast, repeated performances in a team tournament are significantly predicted by the indirect measure. Results are in line with findings showing that implicit and explicit motive measures are associated with different classes of behavior.It has been argued that representative tasks are needed to understand the processes by which experts overcome their less skilled counterparts. Little is known, however, about the essential characteristics of these tasks. In this study we identified the degree to which a laboratory-based task of decision making in cricket batting represented in-situ performance. The in-situ task required skilled batters to play against a bowler across a range of delivery lengths. Skilled batsmen produced a transitional pattern of foot movements with front foot responses being dominant for balls landing 0 – 6m from the wicket and back foot responses for balls landing 8 – 14m from the wicket. In the laboratory-based task, the same batsmen viewed video footage of the same bowlers. Again, skilled batsmen responded with similar patterns of foot movement transitions. Novice batsmen produced a generic forward movement in response to all deliveries. We conclude that for decision making about delivery length, the laboratory-based task has a high degree of fidelity and reliability. The implications of these results are discussed in relation to the importance of establishing the necessary degree of fidelity of representative task designs in order to study perception and action more accurately.In this study the specific foci were as follows: (1) to identify profiles of athletes in the junior-to-senior transition (JST) based on their personal characteristics (athletic identity, self-estee ...The present research sheds light on the importance of physical activity withnregards to self-concept in Spanish adolescents and considers physical exercise, family and academic variables. An explanatory and relational study was conducted. A total of 2,134 teenagers aged between 15 and 18 years old participated in the study. A descriptive and relational analysis by means of the ANOVA Test was also undertaken. The results obtained are discussed here taking into account the relevant specialised literature. It was found that two thirds of the students sampled did exercise regularly, team sports being the most popular. These learners presented a high degree of self-concept, particularly for the social and family dimensions. It can also be concluded from this study that better physical condition and appearance are related to sport engagement, and that physical activity is related to improved self image and to fostering social and family relationships.Previous research has shown that skilled football goalkeepers effectively utilised individualised visual search patterns to gather anticipatory cues from a penalty taker. Deceptive cues employed by a penalty taker induced lower save rates. However, it is unclear if goalkeeper visual search (percentage viewing time of areas of interest) differed between deceptive and non-deceptive conditions. This study investigated the effectiveness of using fake visual cues by the penalty taker, and corresponding visual search behaviours. Nine skilled goalkeepers simulated saves of 15 deceptive and 15 non-deceptive 2000ms clips by moving their hands left or right. Deception involved kicker’s gaze direction and approach angle. Deceptive trials had a lower percentage save rate. When two deceptive cues were combined, performance was further impaired. Available data for four participants showed individualised visual search patterns. In conclusion, using deceptive cues by a penalty taker is effective and individualised visual search behaviour was present.

Is team confidence the key to success? The reciprocal relation between collective efficacy, team outcome confidence, and perceptions of team performance during soccer games

Abstract The present manuscript extends previous research on the reciprocal relation between team confidence and perceived team performance in two ways. First, we distinguished between two types of team confidence; process-oriented collective efficacy and outcome-oriented team outcome confidence. Second, we assessed both types not only before and after the game, but for the first time also during half-time, thereby providing deeper insight into their dynamic relation with perceived team performance. Two field studies were conducted, each with 10 male soccer teams (N = 134 in Study 1; N = 125 in Study 2). Our findings provide partial support for the reciprocal relation between players’ team confidence (both collective efficacy and team outcome confidence) and players’ perceptions of the team’s performance. Although both types of players’ team confidence before the game were not significantly related to perceived team performance in the first half, players’ team confidence during half-time was positively related to perceived team performance in the second half. Additionally, our findings consistently demonstrated a relation between perceived team performance and players’ subsequent team confidence. Considering that team confidence is a dynamical process, which can be affected by coaches and players, our findings open new avenues to optimise team performance.

An examination of the relationship between athlete leadership and cohesion using social network analysis

ABSTRACT Two studies investigated the structure of different athlete leadership networks and its relationship to cohesion using social network analysis. In Study 1, we examined the relationship between a general leadership quality network and task and social cohesion as measured by the Group Environment Questionnaire (GEQ). In Study 2, we investigated the leadership networks for four different athlete leadership roles (task, motivational, social and external) and their association with task and social cohesion networks. In Study 1, the results demonstrated that the general leadership quality network was positively related to task and social cohesion. The results from Study 2 indicated positive correlations between the four leadership networks and task and social cohesion networks. Further, the motivational leadership network emerged as the strongest predictor of the task cohesion network, while the social leadership network was the strongest predictor of the social cohesion network. The results complement a growing body of research indicating that athlete leadership has a positive association with cohesion.