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Most leadership studies primarily focus on formal leaders, often overlooking the influence of leaders within the team. While prior research has shown that peer leaders can have a beneficial impact on various team outcomes, it is yet unclear which peer leadership behaviors precisely foster a supportive and sustainable work environment. Building upon the recent identification of 10 peer leadership roles and 37 underlying functions, the current study aims to investigate the relationships between these peer leadership roles and functions and key outcomes (i.e., job satisfaction, team cohesion, team effectiveness, and OCB). A total of 31 organizational teams, comprising 182 employees from diverse sectors, participated in a quantitative survey. Employing multilevel modeling analysis, the findings demonstrated that each leadership role and nearly every function predicted at least one outcome, highlighting their significance within organizational teams. Additionally, Necessary Condition Analysis revealed that specific roles and functions were necessary for generating one or more outcomes. Finally, we found that most of the significant relationships remained consistent across teams, regardless of their size, tenure, or level of team identification. These findings refine our understanding of shared leadership and how peer leaders can create a sustainable workplace by fostering employee well-being and productivity in organizational teams. [ABSTRACT FROM AUTHOR]

Building on recent self-determination theory research differentiating controlling coaching into a demanding and domineering approach, this study examined the role of both approaches in athletes' motivational outcomes when accompanied by autonomy support or structure. Within team-sport athletes (N = 317; mean age = 17.67), four sets of k-means cluster analyses systematically pointed toward a four-cluster solution (e.g., high-high, high-low, low-high, and low-low), regardless of the pair of coaching dimensions used. One of the identified coaching profiles involved coaches who are perceived to combine need-supportive and controlling behaviors (i.e., high-high). Whereas combining need-supportive and domineering behaviors (i.e., high-high) yields lower autonomous motivation and engagement compared with a high need-support profile (i.e., high-low), this is less the case for the combination of need-supportive and demanding behaviors (i.e., high-high). This person-centered approach provides deeper insights into how coaches combine different styles and how some forms of controlling coaching yield a greater cost than others. [ABSTRACT FROM AUTHOR]

This study investigated the decision-making process of three instructional groups (i.e., teacher-centered, student-centered with tactical questioning and student-centered without tactical questioning) in practical courses in volleyball among university students. All students (N = 122) performed a Tactical Awareness task on the correctness of the decision-making process at three testing phases (i.e., pretest, posttest and retention test). The results revealed that the tactical awareness of all students ameliorated after five lessons (posttest) and this effect persisted over time after six weeks (retention test). However, the tactical knowledge of the student-centered instructional group with tactical questioning improved significantly more than the two other instructional groups. These findings highlight the importance of a student-centered approach with an active involvement of students in evaluative skills to enhance the tactical decision-making process. (Contains 1 table and 3 figures.)

Coach-rated participative behaviour has already been related to beneficial outcomes in athletes. Yet, research also indicates that allowing participation is not straightforward as it can sometimes be perceived as controlling or can even result in maladaptive outcomes. Building on implicit leadership theory, this study investigated the role of the alignment between coach-rated participation and athletes' expectations for participation in developing perceptions of domineering coach behaviour in athletes, a specific type of controlling coach behaviour. A secondary goal was to explore this relation in higher and lower level teams separately. Athletes' expectations for participative coach behaviour, coach-rated participative behaviour and athletes' perceptions of domineering coach behaviour were measured in 61 team sport coaches and 654 athletes competing in football, volleyball, basketball, and handball competitions. Using polynomial regression with response surface analysis and controlling for athletes' sport experience, overall, results showed that a discrepancy between coach-rated participation and athletes' expectations for participation was related with increased perceptions of domineering coach behaviour in athletes with more than 5 years of experience. However, in lower level teams, high amounts of participation seem optimal as only less coach-rated participation than expected predicted increased perceptions of domineering coach behaviour in athletes with more than 15 years of experience. This in contrast with higher level teams where, independent of athletes' experience, both more and less coach-rated participation than expected were related with increased perceptions of domineering coach behaviour in athletes. Current findings stress the need for a situation specific approach when offering participation to optimize its effectiveness. A discrepancy between coach-rated participation and athletes' expectations for participation was related with increased perceptions of domineering coach behaviour in team sport athletes with more than 5 years of experience, In lower level teams, only less participation than expected leads to increased perceptions of domineering coach behaviour in athletes with more than 15 years of experience, In higher level teams, both more and less participation than expected were related with increased perceptions of domineering coach behaviour in athletes, Coaches should try to get informed about the expectations of their athletes and inform their athletes about the reasons of their behaviour to manage athletes' expectations. [ABSTRACT FROM AUTHOR]

Although much is known about the motivating effects of coaching and parenting, the unique contribution of coaches and parents to youth athletes' motivational functioning received far less attention. While a few studies did look into the simultaneous role of constructive (i.e., need-supportive) coaching and parenting, no study to date simultaneously addressed the undermining role of dysfunctional (i.e., need-thwarting) coaching and parenting practices in athletes' motivation. Therefore, the present study examined associations between both need-supportive and need-thwarting coaching and parenting behaviours and athletes' motivation and engagement, using a cross-sectional design among 255 male youth soccer players (Mage = 13.72) from Belgium. Examined separately, coaching and parenting showed a similar pattern of associations, with need-supportive styles being positively associated with autonomous motivation and engagement and with need-thwarting styles relating positively to amotivation and disengagement. When considered in combination, need-supportive coaching, but not parenting, related positively to soccer players' autonomous motivation and engagement, whereas need-thwarting coaching and parenting related uniquely and positively to amotivation. These findings testify to the importance of distinguishing between need-supportive and need-thwarting styles when examining the unique roles of coaches and parents in athletes' motivation and engagement. [ABSTRACT FROM AUTHOR]

In contrast to the many studies in the business setting, few sport scientists have studied the predictors of athletes' perception of justice. The present research aimed to determine the role of the interpersonal style of coaches (autonomy support) in enhancing perceived justice and its impact on satisfaction and performance. More precisely, two independent studies examined whether perceived justice mediated the relation between autonomy support on the one hand and athletes' satisfaction and their self-rated progression on the other hand. In Study 1, female team dancers (N = 145) completed questionnaires assessing autonomy support, justice, and satisfaction. In Study 2, male handball players (N = 102) completed the same questionnaire extended with self-rated progression. Structural equation modeling revealed a positive link between athletes' perceived autonomy support of the coach and perceived justice. Subsequently, procedural-interactional justice predicted higher levels of satisfaction and self-rated progression, while a significant indirect effect was found from autonomy support to satisfaction. Measurement and path invariance tests showed that the measurement scales and structural models were invariant across both samples. These findings signify the importance of autonomy support and perceived justice to optimize team athletes' satisfaction and consequently their progression. [ABSTRACT FROM AUTHOR]

Sports coaches often fear that empowering the players in their team would undermine their own leadership status. To investigate the legitimacy of this perception, we mapped the leadership structure within 64 sports teams (N = 840). The results highlight that the perceived leadership quality of the coaches is positively related to the density of their team's leadership networks (i.e., the average leadership qualities of all players). This finding held for task, motivational, social, and external leadership. The best coaches are thus the ones who adopt a shared leadership approach and who strengthen the leadership quality of their players. Lay Summary Sports coaches often feel that empowering the players in their teams undermines their own leadership status. This study investigates the legitimacy of this perception within 64 sports teams. Our findings provide evidence for the opposite view; by creating and developing leaders in their teams, coaches are perceived as better leaders themselves. [ABSTRACT FROM AUTHOR]

This study examined the relation between losing a game and players' destructive voice about the coach. As team performances would suffer when such behaviours are not managed properly, we tested the motivational climate as a potential mechanism by which coaches can manage these destructive behaviours. Twelve volleyball and basketball teams (N = 136) were weekly assessed during eight weeks using questionnaires. Players rated the extent to which their teammates expressed destructive voice about their coach. Each player's indegree centrality (i.e. the average score received from all teammates) functioned as measurement of his/her destructive voice about the coach. As hypothesized, losing a game increased players' expression of destructive voice about the coach. At both the within- and between-person level, perceived mastery (performance) climate negatively (positively) predicted players' destructive voice about the coach. When players perceived a more salient performance climate than usual after a loss, their increase in destructive voice about the coach was magnified. These results highlight the dynamics of players' destructive voice about the coach and how a single loss can start the utterance of such voice. A coach would be able to counter this process by increasing the focus on a mastery rather than a performance climate. [ABSTRACT FROM AUTHOR]

The present study used a sample of team sport athletes (N = 343) to investigate to what extent the leadership quality of the coach and the athlete leaders was related to athletes' team confidence and team cohesion. The findings demonstrated that the leadership quality of both coaches and athlete leaders predicted a unique part of the variance of team confidence and team cohesion. In addition, members' identification with the team was demonstrated to be an important mechanism underlying this relation, thereby supporting the Social Identity Approach to Leadership. We conclude that both coaches and athlete leaders can inspire players to identify with their team. In turn, this feeling of 'us', rather than being a group of I's, predicts a stronger confidence in obtaining team goals and fosters the task and social cohesion within the team. When coaches share the lead with their athletes, an optimal team environment can be created. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM PUBLISHER]

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. [ABSTRACT FROM AUTHOR]