Dark traits as a potential feature of leadership in the high-performance sports coach

Abstract

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.

Exploring Finger Digit Ratios (2D:4D) in Surgeons, Professional Rugby Players, and Political Journalists to Form a Directional Hypothesis: Could Finger Length Predict Attention and Focus?

“…Previous work has linked this right and left hand 2D:4D difference to reactive aggression and masculinity (i.e., previous work has linked 2D:4D to being more “male like”; Coyne et al, 2007 ; Kilduff et al, 2013a ). Aggression is considered a trait behavior ( Serpell et al, 2020a ). Journalism is a highly competitive field and often involves physical and psychological jostling for priority to stories, however, it would be hard to compare the so-called media scrum to an actual professional rugby scrum.…”

The under representation of women coaches in high-performance sport

“…4,5 Further, the current narrow definitions of what good coaching ‘looks like’ is being challenged where the traditional technical and tactical expertise of a HP coach now needs to be supplemented with a strong capacity for learning and exceptional leadership capability. 4,6,7 That is, technical expertise in sport is no longer enough to discriminate between ‘quality’ of coaches. Thus, work which provides insights into coach success and development is demanded; and, as already alluded, and will be discussed throughout this paper, this particularly the case for people who come from ‘diverse’ backgrounds – including women.…”

“…14 Clearly defining the role of the coach and a contemporary job paradigm to meet the future needs of sports and athletes. 4 While not all of these issues for women are present in all HP sport environments, evidence would suggest they remain in many. By addressing these issues, the opportunity could be to create environments that foster a variety of coaching styles and philosophies (and potentially competitive edge), as well as increasing the volume of ‘good’ coaches across all HP sports.…”

“…Clearly defining the role of the coach and a contemporary job paradigm to meet the future needs of sports and athletes. 4…”

A qualitative study exploring tactical performance determinants from the perspective of three Rugby World Cup coaches

“…4 However, it is also worth noting that recent work, describing the personality traits of elite coaches reported that they may be uncommunicative, moody, hard to please, and limit-testing. 12 These traits may make it difficult for scientists to communicate effectively with coaches and limits mutual understanding. Moreover, research has shown that communication styles and knowledge differences between coaches and sports scientists impeded elite sprinters’ performance improvements.…”