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

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.

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 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.

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

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.

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 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.

Perceived Sources of Team Confidence in Soccer and Basketball.

PURPOSE: Although it is generally accepted that team confidence is beneficial for optimal team functioning and performance, little is known about the predictors of team confidence. The present study was aimed to shed light on the precursors of both high and low team confidence in two different sports. A distinction is made between sources of process-oriented team confidence (i.e., collective efficacy) and sources of outcome-oriented team confidence (i.e., team outcome confidence), which have often been confounded in previous research. METHODS: In a first step, two qualitative studies were conducted to identify all possible sources of team confidence in basketball and in soccer. In a second step, three quantitative studies were conducted to further investigate the sources of team outcome confidence in soccer (N = 1028) and in basketball (N = 867), and the sources of collective efficacy in basketball (N = 825). RESULTS: Players perceived high-quality performance as the most important factor for their team outcome confidence. With regard to collective efficacy, team enthusiasm was perceived as most predictive determinant. Positive coaching emerged as second most decisive factor for both types of team confidence. In contrast, negative communication and expression by the players or the coach was perceived as the most decisive predictor of low levels of team confidence. At item level, all studies pointed to the importance of team confidence expression by the athlete leaders (i.e., leader figures within the team) and the coach. CONCLUSION: The present manuscript sheds light on the precursors of high and low levels of team confidence. Athlete leaders and the coach emerged as key triggers of both upward and downward spirals of team confidence, thereby contaminating all team members.

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

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.

"Yes, we can!": Perceptions of collective efficacy sources in volleyball.

Collective efficacy can be defined as a group's 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.