2011
DOI: 10.1111/j.1600-0838.2011.01383.x
|View full text |Cite
|
Sign up to set email alerts
|

An investigation of the practice activities and coaching behaviors of professional top‐level youth soccer coaches

Abstract: The aim of this study was to investigate the coaching behaviors of elite English youth soccer coaches in different practice settings and gain insight into the coaches' cognitive processes underpinning these behaviors. The practice setting was split into two types of activities, "training form" and "playing form," and behavioral data were collected using a modified version of the Coach Analysis and Intervention System. Interpretive interview data were triangulated with the behavioral data to ensure that both th… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

14
201
7
8

Year Published

2014
2014
2023
2023

Publication Types

Select...
5
3

Relationship

0
8

Authors

Journals

citations
Cited by 182 publications
(230 citation statements)
references
References 19 publications
(75 reference statements)
14
201
7
8
Order By: Relevance
“…However, an essential diff erence was that the professional players reported close to signifi cantly less criticism from their coaches. Earlier studies have highlighted the potentially adverse eff ect of both too much feedback (Potrac et al, 2007) or a lack of feedback to the players (Partington & Cushion, 2013). Previous research also shows that the content of the feedback is essential for the players' further motivation and development (Cushion et al, 2010;Ford et al, 2010).…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…However, an essential diff erence was that the professional players reported close to signifi cantly less criticism from their coaches. Earlier studies have highlighted the potentially adverse eff ect of both too much feedback (Potrac et al, 2007) or a lack of feedback to the players (Partington & Cushion, 2013). Previous research also shows that the content of the feedback is essential for the players' further motivation and development (Cushion et al, 2010;Ford et al, 2010).…”
Section: Discussionmentioning
confidence: 99%
“…Th e content of this feedback must be seen as important, where feedback should be expected to be constructive and balancing the amount of praise and criticism. Earlier studies have highlighted that feedback during exercise is a common strategy recognized by most coaches (Potrac, Jones, & Cushion, 2007) even though little feedback is given aft er exercise, potentially aff ecting the players' ability to refl ect on their own skills (Partington & Cushion, 2013). Previous research also shows that the content of the feedback is essential for the players' further motivation and development (Cushion, Ford, & Williams, 2010;Ford, Yates, & Williams, 2010).…”
Section: Characteristics Of Professional and Non-professional Footbalmentioning
confidence: 99%
“…Nonetheless, since research indicates that coaches may demonstrate low self-awareness about their coaching practice and behaviour (Partington & Cushion, 2013;Harvey, Cushion, Cope & Muir, 2013;Cushion, 2010), the reasonableness of demands made of athletes by coaches may not always be sufficiently appraised, evaluated and reflected upon. The fact coaching practitioners often operate in isolation (Trudel, Gilbert & Werthner, 2010), likely restricting opportunities for critically constructive and informed discussion, and the sharing of best practice, probably compounds the capacity for negligent entrenched coaching methods to be incorporated into coaching practice unwittingly and without question.…”
Section: Coaching Practicementioning
confidence: 99%
“…Much contemporary coaching practice appears to be underpinned by emulation, intuition and tradition, or 'uncritical inertia' (Partington & Cushion, 2013;Williams & Hodges, 2005;Ehrmann, 2011). This may 'authenticate certain types of collective knowledge with the resulting discourse giving certain practices an entrenched legitimacy' (Cushion & Partington 2014, p. 7).…”
Section: Coaching Practicementioning
confidence: 99%
“…In a high performance environment we might expect a performance manager to give clear guidance retaining to agreement, alignment, accountability and adjustment for effectively implementing PA in supporting wider analysis activities (Wiltshire, 2013). However evidence had suggested less formal methods of mentoring and support are accepted within football (Grecic & Collins 2013;Partington & Cushion 2013), and also that role clarity is often a challenge within the coaching process resulting in a number of levels of ambiguity and uncertainty (Jones & Wallace 2005). This in turn highlights the importance that further consideration is given to the specific and effective integration of analysis within a specific organisation and their coaching process.…”
Section: The Growing Constraints Which Pa Facementioning
confidence: 99%