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The social identity approach to leadership posits that leaders' effectiveness depends on their ability to represent, advance, create, and embed a shared sense of social identity among their followers. Although significant progress has been made in investigating the benefits of identity leadership in adult sports, research in youth sports is still in its infancy. One reason is the lack of a youth-centric inventory that adequately measures identity leadership in this population. To bridge this gap, we developed and validated a long (16 items) and short (5 items) version of the Identity Leadership Inventory for Youth Sport (ILI-Y or ILI-Y-Short-Form) through five studies conducted in three phases of research. Data were primarily collected in football in the United Kingdom, involving a total of 1096 participants. Results of Phase I of this study provided little to no evidence that the ILI - originally developed for adults - was understandable (Study 1) and had factor validity and internal consistency (Study 2) in a sample of youth athletes. Therefore, in Phase II, the ILI was revised, leading to the development of the ILI-Y, which was understandable for youth athletes (Study 3). Results from Phase II (Study 4) also indicated that the ILI-Y exhibited a unidimensional factor structure, which was subsequently confirmed in Phase III (Study 5). This last phase offered additional evidence for the discriminant, criterion, and incremental validity of the ILI-Y and its short form, along with their measurement invariance across genders and age groups, and internal consistency. This study provides sports psychology researchers and practitioners with a valid measure to assess identity leadership in youth sports., Competing Interests: Declaration of competing interest The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper., (Copyright © 2024 Elsevier Ltd. All rights reserved.)

The social identity approach has become an important framework for understanding effective leadership. The present study is the first to longitudinally examine the relative impact of coaches' and athlete leaders' identity leadership on athletes' identification with their team, as well as the subsequent relationships with key team and individual outcomes. To investigate these research questions, 18 sport teams (N = 279) completed a questionnaire early and late in their season competition. To analyse these data, we conducted structural equation modelling and controlled both for baseline values and the nested structure of our data. Results revealed that it was mainly the identity leadership of athlete leaders (and not of the coach) early in the season that predicted athletes' team identification later in the season. This increased team identification in turn fed into both team outcomes (i.e., task climate, team resilience, team performance) and individual outcomes (i.e., well-being, burnout, and individual performance). The mediating role of team identification suggests that by building a shared sense of 'we', athlete leaders can improve the team's effectiveness and enhance athletes' well-being. Accordingly, we conclude that empowering athlete leaders and strengthening their identity leadership skills is an important way to unlock sport teams' full potential.

Background: With a rapidly ageing society, healthy ageing has become a key challenge. Engagement in physical activity, and particularly walking, is a key strategy that contributes to healthy ageing amongst older adults. The purpose of the present study was to evaluate the efficacy of a group walking program for older adults that incorporates the 5R Shared Leadership Program (5R S ). By implementing a structure of shared leadership and strengthening peer leaders' identity leadership, 5R S aims to cultivate a shared social identity amongst participants, which has in other contexts been associated with greater performance and well-being., Methods: A cluster randomised controlled trial was conducted to test the efficacy of the 5R S group walking program on group identification, group cohesion, walking activity, and well-being, compared to a regular group walking program for older adults. Nineteen older adult walking groups (i.e., the clusters; N = 503; M age  = 69.23 years, SD = 6.68) all participated in a 12-week structured group walking program. Nine walking groups (n = 304) were randomly assigned to the intervention in which participants received the 5R S program in addition to regular group walking., Results: 5R S was successful in strengthening the identity leadership qualities of the appointed peer leaders. Multilevel regressions showed that 5R S succeeded in increasing group cohesion and walking activity to a greater extent than a regular group walking program, while participants' group identification and well-being increased to a similar extent in both conditions. Furthermore, structural equation modelling revealed that group identification mediated the impact of peer leaders' identity leadership on group cohesion and well-being (but not walking activity)., Conclusion: By harnessing the capacity of the group and its peer leaders, the 5R S program offers a promising intervention to engage older adults in physical activity., Trial Registration: The study was retrospectively registered as clinical trial on 9 September 2021 ( NCT05038423 )., (© 2022. The Author(s).)

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 ( n = 5290; 20 countries) and 2020/2021 ( n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = -0.132; 2020/2021, b = -0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a "too-much-of-a-good-thing" effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

Objectives: High-quality leadership is often regarded as one of the main sources of competitive advantage. Especially within sport teams, a team's leadership structure has historically been considered to be stable across the season, with the coach and team captain as the formal, and often sole, leaders. In line with recent organizational research, the present study aims to broaden this perspective by also taking informal leaders into account and exploring how leadership structures among athletes within sport teams evolve over the course of a season., Design: Using social network analysis, we analyzed the leadership structure of 20 semi-professional soccer teams (N=460 players, M age =23.50 years; SD=4.55) at the start of the season and then again halfway through the season. More specifically, for each team we constructed a leadership network for four leadership roles (task, motivational, social, and external leadership) at these two time points., Results: Findings suggest that leadership structures in sport teams can change considerably over the course of the competitive season, thereby challenging the classic view of stable, vertical leadership structures. The transition to more shared forms of leadership can be attributed to the emergence of informal leaders over time as players engage more strongly in leadership roles. Furthermore, our results suggest that as teams evolve towards shared leadership their functioning and performance benefits from these changes., Conclusions: Based on these findings, we recommend that coaches actively implement a structure of shared leadership and seek to develop the leadership qualities of formal and informal athlete leaders., (Copyright © 2020 Sports Medicine Australia. Published by Elsevier Ltd. All rights reserved.)

Overtraining, exhaustion, and burnout are widely recognized problems amongst elite athletes. The present research addresses this issue by exploring the extent to which high-quality athlete leadership is associated with elite athletes' health and burnout. Participants (120 male athletes from three top-division Australian football teams) were asked to rate the quality of each of their teammates in four different leadership roles (i.e. as task and motivational leaders on the field and as social and external leaders off the field), and also to indicate their identification with their team as well as their self-reported health and burnout. Findings indicated that (a) being seen to be a good athlete leader by other members of the team and (b) having a good athlete leader on the team were both positively associated with better team member health and lower burnout. This relationship was mediated by athletes' identification with their team, suggesting that leaders enhance athletes' health and reduce athlete burnout by creating and maintaining a sense of shared identity in their team. This, in turn, suggests that coaches can foster an optimal team environment by developing the leadership potential of their athlete leaders - in particular, their skills that foster a sense of shared team identification. This is in the interests not only of team performance but also of team members' health and burnout.

Objectives: Leadership has been suggested to be a key factor in gaining a competitive advantage as a team, with shared leadership being a better predictor of team functioning than vertical leadership. Although the benefits of shared leadership are well-documented, evidence about how to implement a shared leadership structure remains sparse. This leaves coaches with three key challenges: (1) identifying the best leaders; (2) defining what roles those leaders should fulfill; and (3) developing their leadership skills. Solutions to these challenges have been proposed in the 5R Shared Leadership Program (5R S ) - a leadership development program that seeks to implement an effective structure of shared leadership within sports teams., Design: To test the effectiveness of 5R S program, we conducted an experimental-comparison group intervention in which eight national-level basketball teams (N = 96) completed a questionnaire at two points in time (i.e., pre- and posttest). The teams in the intervention condition completed the 5R S program, in which we identified the leadership structure in their teams (through Shared Leadership Mapping), appointed the best leaders in their leadership role, and then developed their identity leadership skills., Results: The results revealed that the 5R S program was successful in strengthening athlete leaders' identity leadership skills, and as a result also team members' identification with their team. Furthermore, in contrast to athletes in the comparison condition, athletes in the 5R S condition were able to maintain their levels of intrinsic motivation and commitment to team goals, while also reporting improved well-being., Conclusions: The present study provides encouraging evidence that, by implementing a structure of shared leadership and by promoting athlete leaders' identity leadership skills, the 5R S program is able to improve the team's functioning and the well-being of its members., (Copyright © 2020 Sports Medicine Australia. Published by Elsevier Ltd. All rights reserved.)

Emotional contagion has been recognized as a variable influencing individual behaviour and team functioning. In particular, leaders within the team have been suggested to have a significant impact on their teammates through the expression of their emotions. As a result, the aim of this study was to provide greater insight into how different athlete leaders impact the emotional state of their team members, and whether gender differences existed in these relationships. Participants were 295 university student-athletes (200 male and 95 female) recruited from four universities in the UK. Data were collected in a two-step process. First, a voting/rating procedure was conducted within team to identify dominant task, motivational, social and external leaders. Then, participants completed the emotional contagion subscale of the Measure of Empathetic Tendency to rate the impact different athlete leaders had upon their emotional state. A MANOVA was conducted to explore gender differences in reported emotional susceptibility by leadership role. Subsequent ANOVAs highlighted significant differences between leadership role scores for female participants only. The results suggest that female athletes are more susceptible to emotional influence than male athletes. Furthermore, female athletes experienced a greater variation in the perceived emotional influence of different leadership roles in the team.

Objectives: An emerging body of evidence indicates that, in addition to the coach, athlete leaders within a team are vital for a sports team's success. Sports teams are therefore keen to know which attributes are distinctly characteristic of high-quality leaders on and off the field. The present study aims to shed more light on this question., Method: A wide variety of traits and leadership behaviors was assessed in a sample of 776 athletes, stratified across gender, competitive level, and four sports. The leadership quality of each of the athletes (ie, as task, motivational, social, and external leader) was determined on the basis of the perceptions of teammates using social network analysis., Results: Findings revealed that leadership behaviors outweighed personality traits in distinguishing high-quality leaders from others on and off the field. Providing identity leadership that creates, embodies, advances, and embeds a collective sense of "us" in their teams was found to be a particularly important leadership behavior that characterized high-quality leaders both on and off the field., Conclusion: The fact that leadership behaviors were important predictors of high-quality athlete leadership (and more important predictors than traits) suggests that leaders are not just born, but can also be made. Our findings therefore highlight the clear need for leadership development programs to target the behaviors that we identified as important predictors of leadership., (© 2019 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.)

This study aimed to analyze the number of task, social and external athlete leaders within sports teams, and to examine the effectiveness of different leadership structures in male and female teams. The participants were 317 male and 214 female soccer players belonging to 18 teams playing in the third highest male division and to 13 teams playing in the highest female division in Spain, respectively. First, we identified the leadership structure in each team (i.e., having zero, one, two or three leaders); second, we grouped the teams according to these leadership structures; and third, MANOVA was used to compare different leadership groups in terms of their effectiveness. The results demonstrated that: (a) the most common structure within the teams was to have one task leader, one social leader, and two external leaders; (b) shared leadership across and within leadership roles was seen as the most effective leadership structure for male and female teams; and (c) male teams showed more benefits when having more task and external leaders, while female teams experienced more benefits when having more task and social leaders on the team. Based on these findings, coaches can optimize their team's functioning by implementing a structure of shared leadership within their teams, both across and within the different leadership roles., Competing Interests: The authors have declared that no competing interests exist.

Purpose: Grounded in the Cognitive Evaluation Theory, the present experiment aimed to compare the relative impact of competence support provided by coaches versus athlete leaders on players' competence satisfaction, intrinsic motivation, and performance., Methods: We recruited 18 existing competitive male basketball teams (ie, 126 players) to participate in the experiment. Each team was randomly assigned to one of three conditions: (a) the coach provided competence support (ie, by encouraging, providing positive feedback, and expressing team confidence); (b) the athlete leader provided competence support; or (c) neither the coach, nor the athlete leader provided competence support (ie, control condition)., Results: Teams in which the athlete leader provided competence support reported higher levels of competence satisfaction and intrinsic motivation than teams in the control condition, a difference that did not emerge when the coach provided competence support. Furthermore, teams in which either the coach or the athlete leader supported team members' competence performed better compared to teams in the control group., Conclusion: Our findings highlight the importance of providing competence support to enhance team performance. Given athlete leaders' unique impact on teammates' competence satisfaction and motivation, instructing athlete leaders how to provide competence support constitutes an important motivational pathway for coaches to optimize team functioning., (© 2018 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.)

The aim of this experiment was to study the growth-promoting and adverse impact of athlete leaders' competence-supportive and-thwarting behavior on the motivation and performance of team members. Male soccer players (N = 144; MAge = 14.2) were allocated to ad-hoc teams of five soccer players. These teams participated in two sessions, being randomly exposed to an athlete leader who acted either competence-supportive, competence-thwarting, or neutral during the second session. When the athlete leader was competence-supportive (versus competence-thwarting), his teammates' intrinsic motivation and performance increased (versus decreased) compared with the control condition. The leader's impact on intrinsic motivation was fully accounted for by team members' competence satisfaction. These findings recommend coaches to invest in the competence-supportive power of their athlete leaders to establish an optimally motivating and performance-enhancing team environment., Competing Interests: The authors have declared that no competing interests exist.

Grounded in the Cognitive Evaluation Theory, a mini-theory of Self-Determination Theory, this experimental field study sought to examine the impact of competence support of both coaches and athlete leaders on athletes' competence satisfaction, intrinsic motivation, and subjective as well as objective performance. Male basketball players (N = 120) were allocated to groups of 5 players. These groups were then randomly assigned to a control group or to 1 of 3 experimental conditions. In these experimental conditions, either the coach, the athlete leader, or both provided motivational feedback to their team. The provision of motivational feedback by either the coach or the athlete leader was sufficient to increase athletes' competence satisfaction, intrinsic motivation, and objective performance (i.e., enhanced execution time without a decrease in scoring percentage) relative to the control group. Interestingly, when both the coach and the athlete leader provided competence support, a surplus effect was observed on objective performance compared with when only the coach provided competence support. Furthermore, structural equation modeling revealed that players' competence satisfaction mediated the relationship between the provided competence support and players' intrinsic motivation, while a direct effect was observed on objective performance. In conclusion, the study findings indicate that also athlete leaders can adopt a motivating role, and that by doing so, their impact is as strong as the impact of the coach. Both coaches and athlete leaders can thus boost athletes' objective performance and foster competence satisfaction, with the latter resulting in increased intrinsic motivation., (© 2017 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.)

Objectives: Researchers have argued that leadership is one of the most important determinants of team effectiveness. The present study examined the extent to which the perceived quality of athlete leadership was related to the effectiveness of elite sports teams., Design: Three professional football teams (N=135) participated in our study during the preparation phase for the Australian 2016 season., Methods: Players and coaching staff were asked to assess players' leadership quality in four leadership roles (as task, motivational, social, and external leader) via an online survey. The leadership quality in each of these roles was then calculated in a social network analysis by averaging the indegree centralities of the three best leaders in that particular role. Participants also rated their team's performance and its functioning on multiple indicators., Results: As hypothesized, the team with the highest-quality athlete leadership on each of the four leadership roles excelled in all indicators of team effectiveness. More specifically, athletes in this team had a stronger shared sense of the team's purpose, they were more highly committed to realizing the team's goals, and they had a greater confidence in their team's abilities than athletes in the other teams. Moreover, this team demonstrated a higher task-involving and a lower ego-involving climate, and excelled on all measures of performance., Conclusions: High-quality athlete leadership is positively related to team effectiveness. Given the importance of high-quality athlete leadership, the study highlights the need for well-designed empirically-based leadership development programs., (Copyright © 2017 Sports Medicine Australia. Published by Elsevier Ltd. All rights reserved.)

Research Aims: The present article provides a comprehensive examination of the relationship between playing position and leadership in sport. More particularly, it explores links between leadership and a player's interactional centrality-defined as the degree to which their playing position provides opportunities for interaction with other team members. This article examines this relationship across different leadership roles, team sex, and performance levels., Results: Study 1 (N = 4443) shows that athlete leaders (and the task and motivational leader in particular) are more likely than other team members to occupy interactionally central positions in a team. Players with high interactional centrality were also perceived to be better leaders than those with low interactional centrality. Study 2 (N = 308) established this link for leadership in general, while Study 3 (N = 267) and Study 4 (N = 776) revealed that the same was true for task, motivational, and external leadership. This relationship is attenuated in sports where an interactionally central position confers limited interactional advantages. In other words, the observed patterns were strongest in sports that are played on a large field with relatively fixed positions (e.g., soccer), while being weaker in sports that are played on a smaller field where players switch positions dynamically (e.g., basketball, ice hockey). Beyond this, the pattern is broadly consistent across different sports, different sexes, and different levels of skill., Conclusions: The observed patterns are consistent with the idea that positions that are interactionally central afford players greater opportunities to do leadership-either through communication or through action. Significantly too, they also provide a basis for them to be seen to do leadership by others on their team. Thus while it is often stated that "leadership is an action, not a position," it is nevertheless the case that, when it comes to performing that action, some positions are more advantageous than others., Competing Interests: The authors have declared that no competing interests exist.

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 team's 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 leader's 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., (© 2015 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.)

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.

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 leader's 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.

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 team's 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., (PsycINFO Database Record (c) 2015 APA, all rights reserved.)

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.