Indoor hockey is a highly competitive international sport, yet no research to date has investigated the key actions within this sport. As with outdoor field hockey, penalty corners represent one of the most likely situations in which goals can be scored. All 36 matches of the round-robin phase of the 2010-2011 England Hockey League Women's Premier Division 'Super Sixes' competition were analysed with the purpose of establishing which factors can predict the scoring of a goal using Binary Logistic Regression analysis. Seventy two (22.6%) of the 319 observed penalty corners resulted in a goal. The strongest predictor of scoring a goal was taking the penalty corner from the goalkeeper's right. Based on the odds ratio (OR), the odds of the attacking team scoring were 2.27 (CI = 1.41 -3.65) times higher with penalty corners taken from the goalkeeper's right as opposed to the left. Additionally, if the goalkeeper decided to rush to the edge of the circle, the odds of the attacking team failing to score were 2.19 (CI = 1.18 -4.08) times higher compared to when the goalkeeper remained near the goal line. These results suggest that strategic decisions from the players and coaches have an important part to play in the success of penalty corners. Future research should investigate the impact of goalkeepers' movement and further examine the technical and tactical intricacies of penalty corners.
This Participatory and Appreciative Action and Reflection (PAAR) investigation illustrates a leader’s first steps in a “values-to-action” journey. Drawing on the interface between transformational leadership and organizational culture, this study focused on the birth of the Severn Stars—a professional netball club in the United Kingdom. In particular, this PAAR investigation explored how the leader’s values were operationalized through the club’s inaugural year. Fourteen operational managers, coaches, and players were individually interviewed in order to gain an appreciative gaze and subsequently reframe their lived experience. Results demonstrated how transformational leadership was manifested through the pragmatic deployment of club values and how the organizational culture was, in part, characterized by individualized consideration, intellectual stimulation, idealized influence, and inspirational motivation. These behaviors and the organizational culture were shown to enhance prosocial relationships and social connections across the club, the influence of the Super Stars, and stakeholders’ perceptions of autonomy.
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