Athletic Coaching

2019 ◽  
Author(s):  
Gregory A. Cranmer
Keyword(s):  
Athletic Coaching

Athletic Coaching

2010 ◽  
Author(s):  
Ronald E. Smith ◽  
Frank L. Smoll
Keyword(s):  
Athletic Coaching

College Coaching and Salary Restrictions: Using Law to Teach Current Events in the Classroom

2019 ◽  
Vol 13 (2) ◽  
pp. 100-104
Author(s):  
Evie Oregon ◽  
Lauren McCoy ◽  
Lacee’ Carmon-Johnson ◽  
Angel Brown-Reveles
Keyword(s):  
Faculty Members ◽  
Intercollegiate Athletic ◽  
Legal Case ◽  
Athletic Coaching ◽  
Current Events ◽  
Classroom Conversations ◽  
Hiring And Firing ◽  
Salary Cap ◽  
College Coaching

Each year, the college football season ends with hiring and firing moves. These transitions raise questions about the million-dollar salaries prevalent in college sports. Current events like this tend to dominate classroom conversations. Navigating these issues and their relation to class content can be challenging. Although the amount of money spent on coaches is not surprising, any discussion to provide new strategies may not be legally viable. For example, when students propose ideas about limiting coaching salaries, they may not realize the legal implication of that action. This case study uses the legal case-study model to address questions related to intercollegiate athletic coaching salaries and the possibility of a salary cap. Providing legal application in other courses will address these questions for both students and for faculty members who might not have the legal background to answer these questions.

scholarly journals “Active” and “Passive” Coach Pathways: Elite Athletes’ Entry Routes Into High-Performance Coaching Roles

2018 ◽  
Vol 5 (3) ◽  
pp. 213-226 ◽  
Author(s):  
Alexander David Blackett ◽  
Adam B. Evans ◽  
David Piggott
Keyword(s):  
High Performance ◽  
Fast Track ◽  
Elite Athletes ◽  
Rugby Union ◽  
Structured Interviews ◽  
Career Trajectory ◽  
Performance Coaching ◽  
Athletic Coaching ◽  
Former Elite Athletes ◽  
Athletic Career

This study sought to analyse the lived experiences of so-called “fast-tracked” coaches from men’s association football and rugby union by seeking to understand how these individuals prepared for and then transitioned into a post-athletic coaching career. Semi-structured interviews were conducted with 13 male coaches. All participants were former elite athletes and had followed a fast-tracked pathway into their current post-athletic coaching roles. Participants were based in England and had retired from an athletic career within 12 months of being interviewed. Two general categories of “active” and “passive” coach pathways were identified for the career trajectory. Active coaches purposefully prepared for a coaching career during their athletic careers, whereas passive coaches did not. Passive coaches’ decisions to become a coach were often reactive and made after retiring from a competitive athletic career. Results indicate that only the career trajectory of passive coaches reflects a fast-track pathway. None of the active or passive coaches negotiated any formalised recruitment processes into their first post-athletic coaching roles. The suggestion is that prejudicial recruitment practices are enacted by senior club management which creates a homogenous coaching workforce. This furthers the need for greater governance of high-performance coach recruitment within England for these sports.

The Effect of Leader Characteristics on the Perceived Transformational/Transactional Leadership and Impact of Interuniversity Athletic Administrators

1997 ◽  
Vol 11 (3) ◽  
pp. 275-285 ◽  
Author(s):  
Alison J. Doherty
Keyword(s):  
Leader Behavior ◽  
Leader Effectiveness ◽  
Athletic Administrators ◽  
Extra Effort ◽  
Gender And Age ◽  
Athletic Coaching ◽  
Multifactor Leadership ◽  
Leader Characteristics ◽  
Administrative Experience ◽  
Transactional Leader

This study examined the effect of various leader characteristics on the transformational/transactional leader behavior (Bass, 1985) and impact of interuniversity athletic administrators (n= 32), as rated by their coaches (n= 114). Gender, age, education, administrative experience, and athletic/coaching experience were examined as possible antecedents to leader behavior (Chelladurai, 1980,1993). These characteristics reflect life experiences (Avolio & Gibbons, 1988) and common indicators of occupational development of athletic administrators (e.g., Barr, 1995; Quarterman, 1992; Williams & Miller, 1983). Leader behavior was measured by the Multifactor Leadership Questionnaire (Bass & Avolio, 1991b). Differences in transformational/transactional leader behavior were observed for the leader characteristics of gender and age, where female and younger athletic administrators were found to exhibit transformational leader behavior more often, and transactional leader behavior less often, than their male and older counterparts, respectively. Gender and age also were associated with the coaches' perception of leader effectiveness and their frequency of extra effort.

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