The decision to adopt a formal athlete leadership group: Qualitative insights from professional football coaches

Abstract

ObjectivesAthlete Leadership Groups (ALGs) are increasingly being employed in professional football teams and whilst there is a growing body of quantitative research focussed on athlete leadership in other contexts, qualitative studies at the professional level are scant. The purpose of this study is to explore coaches' adoption of formal ALGs in professional football teams and what influences their decisions about the degree to which players are given leadership responsibilities and roles. DesignQualitative- Inductive. Method16 head coaches from 16 professional football teams, across four leagues (Super Rugby n = 4, National Rugby League n = 5, A League n = 3 and Australian Football League n = 4), participated in semi-structured interviews investigating why coaches are increasingly using ALGs in this environment and what influences the extent to which these ALGs are empowered. ResultsAn inductive thematic analysis indicated coaches' initial decisions to adopt an ALG model were influenced by a range of perceived benefits (team management, team functioning and performance) underpinned by personal factors (past experience, coaching philosophy, interpersonal style and understanding of social influence) and their appraisal of situational considerations (readiness, expectations and commitment), which influenced their ALG implementation decisions (how and to what extent players were empowered and leadership responsibilities delegated). ConclusionsOverall, the coaches' decision to use ALGs in the professional football environment was influenced by a belief that player ownership and autonomy, coupled with the influence of peer leadership underpins performance benefits on and off-field and plays a key role in team culture. However, findings suggest that coaches contemplating adopting an ALG model should take an individually tailored approach. For this approach to be effective, coaches consider and address a range of situational factors, and ensure the leadership model adopted reflects their personal beliefs and the capacity and context of the team.