High-performance sport coaches are leaders in their field; therefore, they sometimes operate under ‘regular’ workplace leadership role requirements. However, they are also subject to highly uncertain and pressured environments. Thus, most coaching/leadership positions in high-performance sport may be both ‘normal’ and ‘unique’ in leadership role requirement. Consequently, understanding what high-performance sport leaders ‘look like’, behaviorally, would be valuable. This study aimed to 1) describe personality traits of coaches in high-performance sport, and 2) describe differences between high-performance sport coaches and other leaders. Hogan’s personality profile data was collected from fulltime coaches working in high-performance sport. Experienced and developing high-performance sport coaches were compared, and high-performance sport coaches were compared to other sector leaders. No differences exist between coaching groups for any personality traits. However, while high-performance sport coaches shared similar ‘light’, or ‘socially desirable’, traits to leaders in ‘regular’ workplaces they differed for some ‘dark’/maladaptive traits. That is, as is the case for leaders in sectors including business, finance and healthcare high-performance coaches may be experienced as being balanced, stable, calm under pressure, approachable, friendly, accessible, planful, responsible, and mindful of details. However, unlike leaders in ‘regular’ workplace environments, high-performance coaches may also be experienced as moody, hard to please, creative but unusual, risk-taking, and limit-testing; which is more similar to scientists and artists. In conclusion, coach personality traits were both similar and unique to leaders from ‘regular’ workplaces. Thus, leadership is context specific both within sectors and between sectors.
High-performance sport is still not appropriately addressing issues that perpetuate women's underrepresentation in elite sport coaching and leadership. Therefore, it is also unlikely representation for other minority groups in high-performance sport will be achieved any time soon. For high-performance sport to progress, there is an opportunity to create environments that foster a variety of coaching styles with diverse racial, ethnic and gender identities. This paper points to statistics from elite football and Olympic sports to highlight the issue of the underrepresentation of women coaches in high-performance sport and draws upon a range of literature to inform an evidence-based and strategic approach to designing development in the context of increasing coach and leader gender diversity in these settings. It explores leadership in high-performance sport, learning and development, and high-performance sport environments. We argue future focused development should prepare high-performance sport leaders to intervene at an environmental level where they provide leadership, facilitate performance enablers, and engage athletes and performance staff to shape cultural change
Background: With population aging, the prevalence of heart failure (HF) is risingin long-term care (LTC) homes. Given this burden, there is an urgent need to establish effective HF management programs.Methods and Findings: To understand what barriers would need to be addressed to develop such a program, we conducted a series of consultations among various LTC staff, as well as residents and their family caregivers. This article uses data obtained from the consultations to describe the interprofessional (IP) barriers that exist among the various LTC staff roles. Consultation methods included a Delphi survey followed by focus group interviews of LTC staff, and then personal interviews with LTC residents with HF and their family caregivers. Data were interpreted using an IP care framework in which interpersonal relationships among LTC staff provide the most direct influence on collaborative resident-centred practice, within the broader context of conditions within the LTC home, which in turn are housed in the broader context of systemic determinants.Conclusion: Across all data sets, the most consistently mentioned determinant was communication between the resident and the healthcare team, between different healthcare providers, between shifts, between medical specialists, and between the long-term care home and the hospital.
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