Organisational Leadership: Lessons from Professional Coaches
AbstractLeadership has been considered an essential part of business and society, although there has been little progress towards a workable definition. It has been assumed by organisational and sport researchers alike that sport coaching is a role that necessitates leadership. The notion that coaches are leaders has been explored primarily in youth sport and college athletics. As with leadership studies in general, results have been conflicting. Professional sport seems to provide a closer analog to corporate environments, so it may be a useful setting to study coaches as leaders. Semi-structured interviews were conducted with twelve professional head coaches from the Australian Football League (AFL). The coaches were asked about their roles and the ways they lead. It was found that coaches have close relationships with their assistant staff and their players. Coaches facilitate and empower in order to achieve player development. Coaches were reticent to describe their activities as leadership or themselves as leaders. However, coaches were articulate when describing their players as leaders, and when describing their role in developing those players as leaders. This research suggests that leadership, as we have understood it thus far, is not reflected or represented in the way that these coaches perceive their work. Either professional coaching does not rest on leadership, or our views of leadership need substantial revision. Implications for future research and practice are discussed.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Bibliographic InfoArticle provided by Elsevier in its journal Sport Management Review.
Volume (Year): 2 (1999)
Issue (Month): 2 (November)
Contact details of provider:
Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/716936/description#description
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Gibson, Heather J., 1998. "Sport Tourism: A Critical Analysis of Research," Sport Management Review, Elsevier, vol. 1(1), pages 45-76, November.
- Edwards, Allan, 1999. "Reflective Practice in Sport Management," Sport Management Review, Elsevier, vol. 2(1), pages 67-81, May.
- Doherty, Alison J., 1998. "Managing Our Human Resources: A Review of Organisational Behaviour in Sport," Sport Management Review, Elsevier, vol. 1(1), pages 1-24, November.
- Chalip, Laurence & Philip Scott, E., 2005. "Centrifugal Social Forces in a Youth Sport League," Sport Management Review, Elsevier, vol. 8(1), pages 43-67, May.
- Halkos, George & Tzeremes, Nickolaos, 2012. "Evaluating professional tennis players’ career performance: A Data Envelopment Analysis approach," MPRA Paper 41516, University Library of Munich, Germany.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Wendy Shamier).
If references are entirely missing, you can add them using this form.