Based on social identity principles we explore the efficacy of a leadership intervention in elite disability sport. A 2-year longitudinal design involved an elite male disability soccer team that prepared for a World Championship in Year 1 and then reformed for Paralympic competition in Year 2. Athlete data indicated marginal to significant increases from baseline to intervention phases in social identification, identity leadership displayed by staff, and hours practice completed away from training camps, but no significant change in mobilization of effort (in Year 1 and 2). We discuss the applied implications, study limitations, and opportunities for future researchers.

This study assessed whether cardiovascular (CV) reactivity patterns indexing challenge and threat states predicted batting performance in elite male county (N = 12) and national (N = 30) academy cricketers. Participants completed a batting test under pressure, before which CV reactivity was recorded in response to ego-threatening audio instructions. Self-reported self-efficacy, control, achievement goals, and emotions were also assessed. Challenge CV reactivity predicted superior performance in the Batting Test, compared with threat CV reactivity. The relationships between self-report measures and CV reactivity, and self-report measures and performance were inconsistent. A small subsample of participants who exhibited threat CV reactivity, but performed well, reported greater self-efficacy than participants who exhibited threat CV reactivity, but performed poorly. Also a small subsample of participants who exhibited challenge reactivity, but performed poorly, had higher avoidance goals than participants with challenge reactivity who performed well. The mechanisms for the observed relationship between CV reactivity and performance are discussed alongside implications for future research and applied practice.

The growing use of Rational Emotive Behavior Therapy (REBT) in performance contexts (e.g., business, sport) has highlighted the absence of a contextually valid and reliable measure of irrational beliefs. This paper reports the development and initial validation of the Irrational Performance Beliefs Inventory (iPBI). The iPBI was developed to provide a validated measure of the four core irrational beliefs of REBT theory. Item development was completed in three stages comprising two expert panels and one novice panel, reducing and refining 176 items to 133. Then, exploratory and confirmatory factor analyses were used to refine the measure and reduce the number of items. A total of 665 business professionals completed the 133-item scale, alongside an established measure of irrational beliefs and a measure of negative emotion. A 28-item measure was developed (the iPBI) that showed an acceptable fit to the four-factor REBT structure. The iPBI correlated well with the established irrational beliefs measure, and with anxiety, depression, and anger, demonstrating concurrent and predictive validity. Further validation efforts are required to assess the validity and reliability of the iPBI in alternative samples in other performance-related contexts.

On approach to competitive situations, affective states (emotions and anxiety) occur through the complex interaction of cognitive antecedents. Researchers have intimated that irrational beliefs might play an important role in the relationship between cognitive appraisals and affective states, but has ignored challenge and threat. In the current research, we examine the interaction between cognitive appraisals, irrational beliefs, and challenge and threat to predict golfers’ pre-competitive affective states. We adopted a cross-sectional atemporal design to examine how golfers approached two different competitive situations: imagined imminent golf competition (phase 1), and actual future golf competition (phase 2). Path analysis revealed how cognitive appraisals, irrational beliefs, and challenge and threat interact to predict affective states among golfers. Serial atemporal multiple mediation analysis indicated that the relationships between cognitive appraisals and affective states were mediated by irrational beliefs and challenge and threat. Further, some differences were revealed between phase 1 and phase 2 in the serial multiple atemporal mediation results with regard to challenge. That is, at phase 1 no significant serial mediation was found for any affective outcomes, but at phase 2 significant serial mediation was found for all affective states, showing that irrational beliefs and challenge serial mediated the associations between cognitive appraisals and affective states. The finding that mediation and bivariate associations differed across phase 1 and phase 2 is echoed in the phase 1-phase 2 tests of differences. The current research makes a theoretical advancement by elucidating in more detail the complex interaction between cognitive antecedents and mediators of affective states. Specifically, the inclusion of challenge and threat alongside irrational beliefs and cognitive appraisals is an important theoretical advancement that builds on work inside of sport literature (e.g., Dixon et al., 2016) and outside of sport literature (e.g., David et al., 2002, 2005), as this constellation of theoretically related antecedents of affective states has not been examined together in the extant research.

Research on the effect of athlete leadership on precursors of team performance such as team confidence is sparse. To explore the underlying mechanisms of how athlete leaders impact their team’s confidence, an online survey was completed by 2,867 players and coaches from nine different team sports in Flanders (Belgium). We distinguished between two types of team confidence: collective efficacy, assessed by the CEQS subscales of effort, persistence, preparation, and unity; and team outcome confidence, measured by the ability subscale. The results demonstrated that the perceived quality of athlete leaders was positively related to participants’ team outcome confidence. The present findings are the first in sport settings to highlight the potential value of collective efficacy and team identification as underlying processes. Because high-quality leaders strengthen team members’ identification with the team, the current study also provides initial evidence for the applicability of the identity based leadership approach in sport settings.

The purpose of this review is to demonstrate the applicability of a social identity approach to leadership in sporting contexts. A social identity approach to leadership contends that leaders and group members are connected through feeling a sense of belonging and emotional attachment to their group. The present review (1) outlines the theoretical underpinnings of social identity theory, (2) reflects on the four principles of social identity leadership and applies them to sport, (3) contrasts social identity leadership with current leadership theories, and (4) provides suggestions for future research investigating a social identity approach to leadership in sport. Accordingly, the review illustrates how an appreciation of the social context and group members' values allow leaders to mobilise - enlist the motivation and abilities of - athletes to achieve the leader's vision. A social identity approach to leadership has the potential to extend understanding of leadership in sport by emphasising the role of groups and context in leadership