Stress from officiating has been found to have a profound impact on official's mental health, attentional focus, performance, satisfaction with their profession and dropout intentions. Although some studies have been conducted regarding the frequency and intensity of the major sources of stress experienced by sport officials, no research has attempted to determine how sport officials cope or attempt to cope with these stressors. Through a national soccer official organization, questionnaire packets were administered to over 200 officials. Questionnaire packets included sources of stress and ways of coping questionnaires. The top sources of stress experienced by the officials included ‘conflict between officiating and family demands,’ ‘making a controversial call’ and ‘conflict between officiating and work demands.’ The top acute coping strategies utilized by the officials included ‘thought hard about steps to manage’ and ‘asked fellow officials what they did’ (problem‐focused strategies). Other results indicated the importance of officials' learning and implementing numerous stress management interventions, including time management, restructuring unproductive thoughts, physiological relaxation techniques, communication training and mental skill training techniques such as imagery, relaxation breathing and self talk. Copyright © 2008 John Wiley & Sons, Ltd.

The purpose of this study is to provide information regarding the number of consulting positions offered by NCAA Division I universities. Questionnaires were administered to 115 NCAA Division I universities. An 84% return rate was achieved, totaling 96 universities. It was determined that 51 (53%) of the university athletic departments in the sample used some form of sport psychology consulting, whereas 45 (47%) departments reportedly did not use the services of a sport psychology consultant. Frequency reports of those questionnaires from universities who used sport psychology consulting services indicated 10 different sport psychology consultant positions; the most often used consultant positions consisted of the part-time consultants hired by individual sport programs (n = 19, 37%), followed by part-time consultants hired by the athletic departments (n = 10, 20%), then full-time consultants hired by the athletic departments (n = 7, 14%). Also reported are the reasons some athletic departments did not use the services of a sport psychology consultant.

Epidemiological studies of injury in elite and recreational golfers have lacked consistency in methods and definitions employed and this limits comparison of results across studies. In their sports-generic statement, the Consensus Group recruited by the IOC (2020) called for sport-specific consensus statements. On invitation by International Golf Federation, a group of international experts in sport and exercise medicine, golf research and sports injury/illness epidemiology was selected to prepare a golf-specific consensus statement. Methodological stages included literature review and initial drafting, online feedback from the consensus group, revision and second draft, virtual consensus meetings and completion of final version. This consensus statement provides golf-specific recommendations for data collection and research reporting including: (i) injury and illness definitions, and characteristics with golf-specific examples, (ii) definitions of golf-specific exposure measurements and recommendations for the calculation of prevalence and incidence, (iii) injury, illness and exposure report forms for medical staff and for golfers, and (iv) a baseline questionnaire. Implementation of the consensus methodology will enable comparison among golf studies and with other sports. It facilitates analysis of causative factors for injuries and illness in golf, and can also be used to evaluate the effects of prevention programmes to support the health of golfers.

Most of the leadership training that team captains receive at the collegiate level consists of either receiving a list of books or articles about leadership or a list of responsibilities that they must do with little or no guidance or instruction. Still others will focus on this reading and/or responsibilities with active discussion in the off-season, yet when it matters the most, during the competitive season, time spent on leadership instruction and follow-ups becomes an afterthought at best. Due to the supposed benefits of improved leadership for sport teams, a leadership development intervention program was developed and applied to two NCAA Division I teams who were successful enough to make it to the NCAA National Championships in their sport. Program effectiveness was determined by the teams meeting not only their seasonal goals but exceeding the primary objectives of the leadership development program set by the leadership consultant and coaching staffs, in addition to the favorable feedback provided by the team to the captains during/after the season, and semistructured interviews of the captains postseason.

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