The influence of relational identification (RI) on leadership processes and the effects of social identity leadership on followers' responses to stress have received scant theoretical and research attention. The present research advances theoretical understanding by testing the assertion that high RI with the leader drives follower mobilization of effort and psychophysiological responses to stress. Two experimental scenario studies (Study 1 and Study 2) support the hypothesis that being led by an individual with whom followers perceive high RI increases follower intentional mobilization. Study 2 additionally showed that high (vs. low) RI increases follower resource appraisals and cognitive task performance. A laboratory experiment (Study 3) assessing cardiovascular (CV) reactivity showed that, compared to neutral (i.e., non-affiliated) leadership, being led by an individual with whom participants felt low RI elicited a maladaptive (i.e., threat) response to a pressurized task. In addition, relative to the low RI and neutral conditions, high RI with the leader did not engender greater challenge or threat reactivity. In conclusion, advancing social identity leadership and challenge and threat theory, findings suggest that leaders should be mindful of the deleterious effects (i.e., reduced mobilization and greater threat state) of low RI to optimize follower mobilization of effort and psychophysiological responses to stress.

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We investigated (1) the relationship between Type D personality, stress intensity appraisal of a self-selected stressor, coping, and perceived coping effectiveness and (2) the relationship between Type D personality and performance. In study one, 482 athletes completed the Type D personality questionnaire (DS14), stress thermometer and MCOPE in relation to a recently experienced sport stressor. Type D was associated with increased levels of perceived stress and selection of coping strategies (more emotion and avoidance coping) as well as perceptions of their effectiveness. In study two, 32 participants completed a rugby league circuit task and were assessed on pre-performance anxiety, post-performance affect and coping. Type D was associated with poorer performance (reduced distance; more errors), decreases in pre-performance self-confidence and more use of maladaptive resignation/withdrawal coping. Findings suggest that Type D is associated with maladaptive coping and reduced performance. Type D individuals would benefit from interventions related to mood modification or enhancing interpersonal functioning.

The present study examined the effects of personal-disclosure mutual-sharing (PDMS) on a diverse set of group factors in a previously unexplored context. During a single bout of PDMS, 14 soccer-academy athletes voluntarily disclosed unknown personal stories to fellow teammates. Social identity, friendships identity content, results identity content, and collective efficacy were measured at baseline, post-PDMS, follow-up, and maintenance phases. In addition, team performance over the competitive season was assessed via goal difference and goal discrepancy. Data indicated that a short-term significant increase in friendships identity content and a sustained improvement in team performance occurred after the PDMS session, and social identity, results identity content, and collective efficacy remained elevated across all intervention phases. Data suggest that PDMS fosters immediate increases in aspects of team functioning that may exert a positive influence upon team performance. Future research would benefit from ascertaining the exact mechanisms in which PDMS encourages changes in team outcomes observed within the current study.

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The purpose of this review is to demonstrate the applicability of a social identity approach to leadership in sporting contexts. A social identity approach to leadership contends that leaders and group members are connected through feeling a sense of belonging and emotional attachment to their group. The present review (a) outlines the theoretical underpinnings of social identity theory, (b) reflects on the four principles of social identity leadership and applies them to sport, (c) contrasts social identity leadership with current leadership theories, and (d) provides suggestions for future research investigating a social identity approach to leadership in sport.Accordingly, the review illustrates how an appreciation of the social context and group members' values allow leaders to mobilise-enlist the motivation and abilities of-athletes to achieve the leader's vision. A social identity approach to leadership has the potential to extend understanding of leadership in sport by emphasising the role of groups and context in leadership.

The social identity perspective asserts that it is the shared connection within a unified group that forms the foundation of successful group functioning. This is particularly salient during change. This review outlines the value and applicability of social identity principles in understanding change management. The first part of the article explains the underpinnings of resilient teams from a social identity perspective. In particular, the social identity approach is introduced, before the roles of shared and multiple contents in times of identity threat (e.g., during organizational change) are discussed. The second part of the article explains social identity strategies to build resilient teams in change contexts. In particular, the review focuses on the 3R's approach (Reflect, Represent, Realize) as a developmental framework to create unique and distinctive social identities during change. Finally, a theoretical advancement of the 3R's is proposed to include Reappraisal to optimize group and individual responses to the stress ubiquitous during change.

The effects of rational and irrational coach team talks on the cognitive appraisal and achievement goal orientation of varsity football athletes