Changes in Task Self-Efficacy and Emotion Across Competitive Performances in Golf

Abstract

This research aimed to investigate (a) the effect of golfers' perceptions of coach motivation efficacy on golfers' precompetition task self-efficacy, (b) the effect of performance on pre-to-postround changes in self-efficacy, (c) the effect of pre-to-postround changes in self-efficacy on pre-to-postround changes in affect and emotion, and (d) whether any effects of performance on pre-to-postcompetition changes in affect and emotion were mediated by pre-to-postcompetition changes in self-efficacy. In Study 1, a scale measuring golf self-efficacy was developed and validated using data from 197 golfers. In Study 2, 200 golfers completed this measure alongside measures of coach motivation efficacy, and positive and negative affect before a golf competition; all measures (except coach motivation efficacy) were again completed following the competition. Structural equation modeling showed that coach motivation efficacy positively predicted precompetition self-efficacy, performance positively predicted pre-to-postcompetition changes in self-efficacy, which had positive and negative effects, respectively, on pre-to-postcompetition changes in positive and negative affect; mediation analyses demonstrated that pre-to-postcompetition changes in self-efficacy mediated effects of performance on pre-to-postcompetition changes in positive and negative affect. In Study 3, the Study-2 procedures were replicated with a separate sample of 212 golfers, except measures of excitement, concentration disruption, somatic anxiety, and worry replaced those for positive and negative affect. Structural analyses showed the findings from Study 2 were largely replicated when specific emotions were investigated in place of general indices of affect. This investigation makes novel contributions regarding the potential importance of perceptions of coach efficacy for golfers' own efficacy beliefs, and the role personal efficacy beliefs may play in facilitating the effects of performance on affective outcomes.

Coaching efficacy research: learning from the past and looking to the future

“…For instance, Feltz et al (1999) found higher levels of player satisfaction and higher winning percentages for high-CE coaches compared to low-CE coaches. Further, and found athletes' perceptions of their coach's competency were predictive of increased satisfaction with their coach, and Boardley et al ( , 2015 showed heightened perceptions of coach's motivation effectiveness positively predicted athletes' task self-efficacy in rugby and golf. Therefore, consistent with the CE model, research has supported numerous outcomes of CE.…”

“…Finally, perceptions of coach effectiveness represent 'the extent to which coaches can implement their knowledge and skills to positively affect the learning and performance of their athletes' (Boardley, Kavussanu, & Ring, (2008, p.271). Importantly, factorial analyses have shown support for the original dimensional structure from the CE model in such perceptions (Boardley et al, 2008;Boardley, Jackson, & Simmons, 2015;. Research investigating athletes' perceptions of their coach is reviewed next, with studies grouped by the specific perception assessed.…”

“…Subsequently, Boardley et al (2015) conducted three studies investigating the relationship between golfers' perceptions of their coach's motivation efficacy and golfers' task self-efficacy. Across three separate studies, correlational and SEM analyses demonstrated a consistent positive relationship between golfers' perceptions of their coach's motivation efficacy and their task self-efficacy; the strength of association ranged from weakto-moderate (Study 1) to moderate-to-strong (Study 3).…”

Voluntary transition of the CEO: owner CEOs' sense of self before, during and after transition

“…An additional role strain can be experienced by the psychological impact of retirement and job loss. In such a case, a CEO may begin to more deeply consider the alternatives to leaving that were not taken (Obodaru, 2012 ). It has been acknowledged that how a person frames their departure has a direct impact on their emotional wellbeing (Lazarus and Folkman, 1984 ; Latack et al, 1995 ; McFadyen, 1995 ; Ashforth, 2001 ).…”

“…We hope to add to the growing understanding of the connections between role transition and identity (Ibarra and Barbulescu, 2010 ; Obodaru, 2012 ), but we also seek to broaden the discussion in the literature by looking at identity and role transition with a specific career role (owner CEOs) and career decision (voluntary transition). Thus, this study focuses on a work transition that is different from those traditionally studied.…”