Mutuality in a coached adult sport team: the masters team sport model of interdependence

2021 ◽  
pp. 1-26
Author(s):  
Chelsea Currie ◽  
Bradley W. Young ◽  
Bettina Callary
Keyword(s):  
2019 ◽  
Author(s):  
David Shearer ◽  
Shona Leeworthy ◽  
Emma Rickards ◽  
Mason Blake ◽  
Robert Heirene ◽  
...  

Little is understood about the attentional mechanisms that lead to perceptions of collective efficacy. This paper presents two studies that address this lack of understanding. Study 1 examined participants (N = 59) attentional processes relating to positive, neutral or negative emotional facial photographs, when instructed to select their ‘most confident’ or ‘least confident’ team. Eye gaze metrics of first fixation duration (FFD), fixation duration (FD) and fixation count (FC) were measured alongside individual perceptions of collective efficacy and emotional valence of the teams selected. Participants had shorter FFD, longer FD, and more FC on positive faces when instructed to select their most confident team (p < .05). Collective efficacy and emotional valence were significantly greater when participants selected their most confident team (p < .05). Study 2 explored the influence of video content familiarity of team-based observation interventions on attentional processes and collective efficacy in interdependent team-sport athletes (N = 34). When participants were exposed to familiar (own team/sport) and unfamiliar (unknown team/sport) team-based performance video, eye tracking data revealed similar gaze behaviours for the two conditions in terms of areas of interest. However, collective efficacy increased most for the familiar condition. Study 1 results indicate that the emotional expressions of team members influence both where and for how long we look at potential team members, and that conspecifics’ emotional expression impacts on our perceptions of collective efficacy. For Study 2, given the apparent greater increase in collective efficacy for the familiar condition, the similar attentional processes evident for familiar and unfamiliar team footage suggests that differences in meaning of the observed content dictates collective efficacy perceptions. Across both studies, the findings indicate the importance of positive emotional vicarious experiences when using team-based observation interventions to improve collective efficacy in teams.


2019 ◽  
Vol 8 (1) ◽  
pp. 22-39 ◽  
Author(s):  
Aila Ahonen

Purpose Entrepreneurship in the sport sector has become an important discussion topic amongst public policymakers in Finland, and the interface between entrepreneurial sport companies and the public sector is crucial in the development of sport entrepreneurship. The purpose of this paper is to discuss the entrepreneurial growth of two elite team sport companies in Finland by describing the entrepreneurial characteristics and organizational development affecting their growth. This paper aims at giving new insights into the discussion of growth entrepreneurship in small- and medium-sized enterprises (SME’s) in the team sport context. Design/methodology/approach A qualitative case study approach was chosen to best describe the phenomenon of entrepreneurial growth in top sport team SME’s. Findings The results indicate that the entrepreneurial growth in these two cases comes from entrepreneurial opportunities, growth orientation and growth ability. Industry-specific issues, organizational characteristics, a favorable operating environment, entrepreneurially oriented owner-entrepreneurs and the policymakers’ capability of supporting the growth have affected the success of these team sport enterprises. Research limitations/implications This study is limited to the Finnish sport context and these studied cases. Practical implications This paper explains the entrepreneurial growth of two successful Finnish team sport enterprises and offers interesting insights for sport management and similar entrepreneurial sport enterprises in the industry. Originality/value This paper contributes to the discussion of sport entrepreneurship, and, especially, offers further understanding of growth entrepreneurship in SME.


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