Being subject to a great range of demands is believed to increase burnout propensity in high-performance coaches. This study is the first to explore whether the 4-step self-determination theory process model is a valuable framework to better understand the process influencing burnout and well-being in high-performance coaches (N = 343, M = 40.33 years) throughout a competitive season. Findings indicated that coaches on average increased in burnout and decreased in well-being. Hypotheses were to a large extent supported: change in perceived environment → change in psychological need satisfaction → change in autonomous motivation → change in burnout and well-being.

The purpose of the current study was to provide insights in how and why four head coaches in elite football experienced being either high or low in burnout symptoms (BS) during a competitive season. A longitudinal sequential quantitative-qualitative mixed method approach was used to enhance the understanding of coaches’ experiences. First, data were collected using online questionnaires at the start and at the end of the competitive season with all coaches working at the Norwegian Elite Football League level. Second, in-depth interviews were conducted with four head coaches who were purposefully selected based on having the two highest and the two lowest burnout scores across the season compared with the overall sample. A quantitative approach was used to explore whether these four coaches differed when compared with the overall population on the associated variables: performance, budget, quality of motivation, perceived workload, work-home-interference (WHI), and recovery. A qualitative approach helped gain more insight in the experiences these four coaches had with possible onset variables. Analyses comparing the two sets of coaches, indicated no difference related to performance, budget and workload. However, the motivational profile, WHI, and ability to meet recovery demands were variables that contributed to explain differences in coaches’ BS.

Using a qualitative retrospective approach, this paper investigates how some work-related demands led to burnout among four professional coaches. Self-determination theory (SDT) offered a sound theoretical framework to better understand the motivational process leading to serious negative outcomes (Ryan & Deci, 2002). Findings indicated that all coaches experienced working in a maladaptive environment, exemplified by experiencing very heavy workloads, a lack of leader support, and work-related conflicts. These experiences had a detrimental effect on the coaches' motivation. Psychological need thwarting and a shift towards a more controlled form of motivation explained why coaches became increasingly at risk for burning out, a process that evolved over time. All four coaches experienced a wide range of burnout symptoms. Findings from this study highlight the importance for sports organizations to better cater for the psychological needs of professional coaches to prevent burnout.

The purpose of this scoping review was to provide a broad overview of the literature pertaining to parasport coaches, including information regarding the size and scope of research, the populations and perspectives obtained, and the type of methods used to conduct the research. Data were collected and analyzed using a six-stage framework for conducting scoping reviews. The results revealed that the majority of articles were based on interviews, and an overwhelming majority of the participants were men coaching at the high-performance level in North America. Three of the most frequent topics were becoming a parasport coach, being a parasport coach, and having general parasport coaching knowledge. Articles ranged in date from 1991 to 2018, with 70% of empirical articles published from 2014 onward, indicating an emerging interest in this field of research. This review has the potential to advance the science and practice of parasport coaching at all levels.

Background: The evaluative nature of high performance (HP) sport fosters performance expectations that can be associated with harsh scrutiny, criticism, and job insecurity. In this context, (HP) sport is described as a highly competitive, complex, and turbulent work environment. The aim of this longitudinal, quantitative study was to explore whether HP coaches’ perceptions of job insecurity and job value incongruence in relation to work would predict their psychological well- and ill-being over time. Methods: HP coaches (n = 299) responded to an electronic questionnaire at the start, middle, and end of a competitive season, designed to measure the following: job insecurity, values, psychological well-being (vitality and satisfaction with work), and psychological ill-being (exhaustion and cynicism). Structural equation model analyses were conducted using Mplus. Results: Experiencing higher levels of job insecurity during the middle of the season significantly predicted an increase in coaches’ psychological ill-being, and a decrease in their psychological well-being at the end of the season. However, value incongruence did not have a significant longitudinal impact. Conclusions: These findings cumulatively indicate that coaches’ perceptions of job insecurity matter to their psychological health at work. Consequently, it is recommended that coaches and organizations acknowledge and discuss how to handle job security within the HP sport context.

Background: Chronic job insecurity seems to be a prominent feature within elite sport, where coaches work under pressure of dismissals if failing to meet performance expectations of stakeholders. The aim of the current study was to get a deeper understanding of elite football coaches’ experiences of getting fired and how they made sense of that process. Method: A qualitative design using semi-structured interviews was conducted with six elite football coaches who were fired within the same season. Interpretative phenomenological analysis was chosen as framework to analyze the data. Results: The results reflected five emerging themes: Acceptance of having an insecure job, working for an unprofessional organization and management, micro-politics in the organization, unrealistic and changing performance expectation, and emotional responses. Conclusion: All coaches expressed awareness and acceptance regarding the risk of being fired. However, they experienced a lack of transparency and clear feedback regarding the causes of dismissal. This led to negative emotional reactions as the coaches experienced being evaluated by poorly defined expectations and by anonymous stakeholders. Sports organizations as employers should strive to be transparent during dismissal. In addition, job insecurity is a permanent stressor for coaches and should be acknowledged and targeted within coach education.