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Effects of coach leadership and coach–athlete relationship on collective efficacy

Authors

  • R. Hampson,

    1. School of Sport, Exercise and Health Sciences, Loughborough University, Loughborough, UK
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  • S. Jowett

    Corresponding author
    1. School of Sport, Exercise and Health Sciences, Loughborough University, Loughborough, UK
    • Corresponding author: Sophia Jowett, PhD, School of Sport, Exercise, and Health Sciences, Loughborough University, Loughborough LE11 3TU, UK. Tel: +44 1509 226331, Fax: +44 1509 224321, E-mail: s.jowett@lboro.ac.uk

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Abstract

The study examined the independent and combined effects of coach leadership and coaching relationships on team efficacy. A total of 150 sport performers from football teams across a range of competitive levels completed a multisection self-report instrument to assess their individual perceptions of the level of collective efficacy, the type of coach leadership, and the quality of the coach–athlete relationship. Multiple regression analyses revealed that perceptions of both coach leadership and the coach–athlete relationship predicted variance in team efficacy. Overall, the findings suggest that the quality of coach–athlete relationships added to the prediction of individuals’ collective efficacy beyond what was predicted by coaches’ behaviors of leadership alone. Limitations and future research directions are discussed.

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